CHAPTER 1 - Wharton MBA Career Management - University of ...

Guide to Managing Your Career | Wharton MBA Career Management 

CHAPTER 1: THE JOB SEARCH PROCESS & EFFECTIVE CAREER MANAGEMENT 

INTRODUCTION – ABOUT THIS CHAPTER 

This chapter discusses the steps required during a job search process and explains how to create the right mindset for 

effective management of your career. The chapter is organized into the following sections: 

• Job Search Process Model 

• Guidelines for the Job Search Process 

• Effective Lifelong Career Management 

• Conclusion 

• Appendix 

JOB SEARCH PROCESS MODEL 

The Job Search Process Model diagram (below) illustrates the fundamental components and logical progression of 

an effective job search. Each of the deliberate steps outlined in this model corresponds with forthcoming chapters of 

this Guide. 

STEP 1: Self-Assessment 

STEP 2: Market Research & Strategy Development 

STEP 3: Networking 

STEP 4: Resumes 

STEP 5: Job Search Letters 

STEP 6: Interviews 

STEP 7: Offer Management 

STEP 8: Starting New Job 

STEP 9: Evaluate and incorporate information learned from new position into your career management thought 

process 

The job search process involves a number of steps or elements that can occur at the same time. For example, you 

may complete steps 1-3, then revisit step 1 again while working on steps 4, 5 and even 6. These steps are ideally 

repeated several times over the course of a professional career. A successful job search is only part of the 

overarching concept of effective career management. 

At the core of every successful job search is a process of self-exploration, or self-assessment (see Chapter 2). 

Developing a keen understanding of yourself – your likes, dislikes, values, interests, etc. – and exploring/researching 

the marketplace – industries, functions, companies – in relation to this self-knowledge forms the foundation of your 

job search. With this foundation you can formulate your strategy, set goals and make decisions. After these 

explorations, you have the necessary tools for the tactical job search steps of networking, writing resumes and job 

search letters, interviewing and managing offers. 

Chapter 1 | The Job Search Process and Effective Career Management 1

GUIDELINES FOR THE JOB SEARCH PROCESS 


A well-executed job search requires following the job search model illustrated above and making informed 

decisions. Consider the following guidelines when formulating and implementing the right strategy: 

• Identify your strengths and weaknesses. Everyone has both – even the most successful people. Do not seek to 

deny your own weaknesses; rather, seek to diminish their negative impact and play to your strengths. 

• Adopt the employer’s perspective. It is natural for job searchers to focus on themselves and their needs at a 

particular time and/or in a particular situation. The successful job search, however, starts with a focus on the 

needs of the prospective employer and a true understanding of how you, as a candidate, can meet those needs. 

• Prepare for the process. The amount of time you spend preparing is typically proportional to your success. This 

is relevant for interviews (e.g. anticipating common interview questions) and negotiations (e.g. understanding 

what is typical for the industry/position) as well as impromptu networking conversations. The most effective 

way to prepare is to anticipate potential scenarios and consider how you would proceed in each case. 

• Set goals but be flexible to adjust them as necessary. Developing goals and objectives are an integral part of 

your career management efforts. Goals set you on an intended path for a specific moment in time given the 

information you possess. Whether short-term (e.g. “I will update my resume in two weeks”) or long-term (e.g. 

“I will work in the technology sector after my MBA”), your goals should be realistic and grounded on an 

understanding of your present situation. Be open to adjusting your goals; as you gather new information, you 

may decide to change your strategy and adapt your goals accordingly. 

• Manage your time effectively. Understand the importance of the quality of your efforts versus the quantity. Be 

focused and avoid working in multiple directions. 

Effective career management and the job search are continuous, cyclical processes. As you proceed, be secure about 

what path you are taking, why you are taking it, and how you plan to follow it. 

EFFECTIVE LIFELONG CAREER MANAGEMENT 

What is Lifelong Career Management? 

Career management is an involved process that most people engage in numerous times throughout their lives. 

Successful business people manage their careers on an on-going basis – not only when they are seeking a new 

position. If you think of career management as a lifelong process rather than a set of steps taken only during a single 

job search, you will experience more success in finding the right jobs and achieving your long-term career goals. 



As the diagram above illustrates, lifelong career management is a continual process that involves: 

• Knowing yourself (e.g. conducting self-assessment by evaluating your skills, interests, values and goals and 

identifying potential career options) 

• Defining your career roadmap/goals (e.g. creating short and long term goals and developing tangible actions to 

meet them) 

• Building your network of colleagues, business school classmates, mentors, etc. (e.g. recognizing the vast 

potential of your network and seeking natural opportunities to build on it) 

To pursue effective lifelong career management, it is important to continually reflect on your skills, interests and 

priorities, revisit and refine your career roadmap to ensure it still resonates, and nurture your network. 

Best Practices in Lifelong Career Management 

Work with Mentors 

Mentoring can be an invaluable resource. Mentors can expose you to new ideas, share insights and perspectives on 

an industry/function/company as well as on your strengths, weaknesses and career trajectory. Mentors can guide you 

through job searches and introduce you to new people and resources. Many successful business people have relied 

on mentors to provide advice on important career strategies and decisions. 

The key characteristic that identifies a good mentor is that he/she has the experience and intelligence to give you 

valuable and accurate advice. Mentors can be close friends, acquaintances or even relatives. 

A valuable mentorship must be created and nurtured. Identify people who you meet throughout your career whose 

opinions you value and invest time in building relationships with them. Let them know how much you appreciate 

their knowledge and advice. If you invest the effort, you will likely find that people are willing to help. 

Once you have developed mentor relationships, be sure to think strategically about how you leverage the 

knowledge, time and advice of your mentors. Use your mentor wisely – avoid wasting their time with basic 

questions that could be answered by conducting independent research or by asking someone else. Express 

appreciation for their time and always keep your mentors informed of key changes or decision in your career path. 

Utilize Career Advisors/Life Coaches 

Seek the advice of a career advisor or a life coach. Career advisors and life coaches can provide a different 

perspective and value than mentors. Advisors can work with you on tactical job search elements such as resume 

writing and interview skill development while life coaches support broader explorations such as self-assessment and 

career visioning. The fundamental role of the career advisor is to encourage and inform job seekers and provide a 

toolbox of practical information and support. 

The most effective way to identify a career advisor is through word of mouth, and the most important qualities you 

want to look for in an advisor/life coach are trust, confidence and a sense of rapport. 

Rely on Colleagues/Friends (e.g. “Buddies”) 

A job search can be stressful; having the support of your family and friends (personal contacts) is very important. In 

addition, seek assistance from colleagues/friends when learning more about an industry, identifying potential 

networking contacts, revising your resume/cover letters and/or practicing interviewing. Lastly, use these people to 

hold you accountable to your career goals. 

Build It Before You Need It 

Avoid waiting until you are in the midst of a job transition to conduct self-assessment, identify your short and longterm 

goals, build networking contacts and revise your resume. Each of these steps is time consuming so focus on 

them on an on-going basis ensures you are prepared to talk about your career goals and/or share your resume at a 

moment’s notice. 



Manage Your Online Presence 

With the explosion of the internet and the amount of publically available information rapidly increasing, it is 

important to ensure your online presence accurately represents who you are and shows you in a positive way. Many 

hiring managers utilize the internet to learn more about candidates. Remember, if you ever posted anything online, it 

remains available (indefinitely) unless you take the appropriate steps to remove that information. 

Tip: 

If you conduct an online search (e.g. Google) and find questionable (or outdated) content about yourself, 

take the necessary steps to remove it – permanently. Removing erroneous information can be difficult but 

there are “how to” articles available online. For example, visit “How to Ungoogle Yourself” at 

http://www.wikihow.com/Ungoogle-Yourself or read the WIRED magazine online article entitled, “Delete 

Your Bad Web Rep” at http://www.wired.com/science/discoveries/news/2006/11/72063. Lastly, you may 

find the “Reputation Defender” at http://www.reputationdefender.com/ useful if you have serious online 

identity issues 

Evaluate and Track your Progress 

Even as life gets busy, continue to maintain focus on your career goals and aspirations. At least once (if not more) 

annually, sit down and review your career progression. Given the knowledge you gained in the past year, evaluate 

what you like and do not like about your current role. Consider the new skills you have as well as your 

priorities/values. Analyze your current position: Is it still the best way for you to meet your current and long-term 

goals? Determine your goals for the coming year – and identify specific short-term action steps (as well as a 

timetable) for achieving them. Update your resume with your most recent accomplishments. Reach out to former 

colleagues/classmates who have helped you in the past; inquire about them and let them know how you are doing. In 

addition, at the end of each job search be sure to contact anyone who helped you; update them on where you landed 

and indicate that you would like to return the favor. 

Tips: 

1) Track these evaluation sessions in a journal – so you can easily view a historical perspective of your career 

progression 

2) Write down your priorities (e.g. target location, culture, purpose of employer, position, etc) for the 

upcoming year 

Leverage Executive Search Firms 

There are thousands of executive search firms in North America (and more globally). Executive search firms are 

classified by the way they earn their fees: retained or contingency. 

• Contingency firms work on behalf of the applicant or a company. Generally, their business model is to actively 

solicit junior and middle management positions from companies and, at the same time, seek resumes to match 

these openings. The process is applicant-driven and fees are collected from the hiring company after the person 

is placed. 

• Retainer firms work exclusively on behalf of the company. Their activities are driven by the needs of the 

company. Retainer firms are used to fill very specific senior management and executive-level positions. A 

retainer (a percentage of the candidate's first year compensation) is paid up-front to the search firm and in most 

cases, a slate of qualified candidates is presented to the hiring firm for evaluation. 

We recommend that you avoid working with executive search firms who take a portion of your income as fee for 

placement. The fee should be paid by the employer. 

There are a variety of ways to identify and approach appropriate executive search firms. Think about both your 

function and your industry. Ideally, you would like to work with an executive search firm that has expertise in your 

target function, industry, level and geography. Be aware, however, that many consultants at the major executive 

search firms will not talk to candidates unless the candidate has been referred – so gain introductions from mentors, 

former colleagues/bosses. 

Tips: 

1) Contact executive search firms who have called you in the past while executing a search. Accept “courtesy 

interviews” from executive search firms when (and if) an opportunity is presented 



2) Join industry associations, attend speaking engagements and write articles for industry trade or professional 

publications 

3) Search databases of executive search firms (e.g. careerjournal.com, searchfirm.com, or Kennedy Group, 

Directory of Executive Recruiters) 

4) Offer to recommend candidates from your own network to help executive recruiters fill a position where 

appropriate. Serving as a potential conduit of strong candidates is an excellent way to develop a long term 

relationship with an executive recruiter. 

Once you have identified a target list of executive search firms, research is required to choose the right firm and 

individual consultant. Consider the firm’s size, capability, and track record as well as the quality of its consultants. 

Many firms recommend the best way to approach a firm is to email a resume with cover letter and follow up with a 

telephone call. In your follow-up call have your tailored 30-second introduction prepared and attempt to set up an inperson 

meeting. It is important to recognize that most executive search firms are only interested in job-seekers who 

match their current openings and have significant experience in the type of position that the consultant is trying to 

fill. 

Once you gain entrance to the executive search firm, the process is not a one-way street. Advance your standing by 

following the tips below: 

• Present yourself professionally as if you were on an actual job interview. Know your story – and be transparent 

about your goals. Executive search firms are not in the business of career coaching 

• Bring copies of your resumes to any meeting with an executive search firm 

• Educate yourself on the executive search firm and the client organization 

• Know the firm’s areas of expertise 

• Understand the candidate assessment process used by the client organization and the executive search firm. 

Determine precisely how the executive search firm is going to assist you. Have realistic expectations – the 

process takes time and you are not the only candidate 

• Negotiate in good faith 

• Write a thank you note 

CONCLUSION 

After reading this chapter you should be familiar with the concept of lifelong career management and be ready to 

explore the specific steps involved in the job search process. 

APPENDIX 

Recommended Reading 

• Career Compass (Peggy Simonsen) 

• I Could Do Anything if I Only Knew What it Was: How to Discover What You Really Want and How to Get 

It, (Barbara Sher) 

• In Search of the Perfect Job (Clyde C. Lowstuter) 

• In Transition (Mary Lindley Burton, Richard A. Wedemeyer) 

• Rites of Passage at $100,000 to $1 Million+: Your Insider’s Lifetime Guide to Executive Job-Changing and 

Faster Career Progress in the 21 st Century (John Lucht) 

• Smart Choices: A Practical Guide to Making Better Decisions (John S. Hammond, Ralph L. Keeney, Howard 

Raiffa) 

• The Pathfinder: How to Choose or Change Your Career for a Lifetime of Satisfaction and Success (Nicholas 

Lore) 

• What Color is Your Parachute (Richard Nelson Bolles) 

• Working Identity: Unconventional Strategies for Reinventing Your Career, (Herminia Ibarra) 


Websites and Online Subscriptions 

• Quint Careers (www.quintcareers.com) 

• Wall Street Journal (www.wsj.com/careers) 

On the Wharton MBA Career Management Website 

• Vault Career Library 

• Wet Feet Insider Resources 





CHAPTER 2: SELF-ASSESSMENT 

This chapter discusses self-assessment and is organized into the following sections: 

• Overview of Self-Assessment 

• Conducting Self-Assessment – The Guiding Principles 

• Self-Assessment Tools (CIV, CareerLeader®, & MBTI®) 


• Appendix 

OVERVIEW OF SELF-ASSESSMENT 

What is Self-Assessment? 

Self-assessment is the process of learning about yourself – an exploration of who you are in terms of your likes and 

dislikes as well as your skills and values. Self-assessment can be used to identify an individual job you should 

pursue or to better define your career goals. The following framework can guide your comprehensive selfassessment 

effort: 

• Identify your competencies 

− Your skills/knowledge, experiences and traits are your competencies. Can you manage client relationships? 

Can you design an effective quantitative model? Are you an expert at derivatives? These are examples of 

competencies. 

• Learn about your interests 

− Your interests are things you like to do. What excites you? What catches your attention? Whose job do 

you most admire? What kinds of books do you read? All of these are indicators of your interest areas. 

• Understand your values 

− Your values are what is important to you. What motivates you? Financial rewards, job security, prestige, 

challenging work, flexibility, opportunity for advancement? These are all things which motivate job/career 

choices. 

• Evaluate your preferred environment 

− Understand how/where you work best. What environments do you thrive in and what environments cause 

you discomfort and stress? Do you prefer a dynamic collaborative environment where coworkers discuss 

things on the spot, or do you prefer to work alone and share the results of your work in written form? 

The answers to the above questions come from introspection in combination with the utilization of self-assessment 

tools and techniques (see “Self-Assessment Tools” section of this Chapter). 

Why is Self-Assessment Important? 

Self-assessment assists with the job search process and enables you to manage your career more effectively over the 

long-term. Knowing yourself and the environments in which you thrive as well as applying what you are good at 

(competencies), what you like (interests) and what you prioritize (value) will likely lead to a satisfying and 

successful career. 

Job Search Process 

Understanding yourself (your competencies, interests and values as well as your preferred work environment) makes 

your job search process effective and efficient. Self-assessment specifically helps you to: 

• Identify your target industry, function and company (see Chapter 3) – when you know yourself, your search 

becomes better defined 

• Craft your story – successful networking (see Chapter 4) and interviewing (see Chapter 7) require confident 

self-awareness 

Chapter 2 | Self-Assessment 1

• Write effective job search letters (see Chapter 6) and resumes (see Chapter 5) 

• Evaluate job offers and identify the best option for you (see Chapter 8) 


In addition, if you are excited about the career you want to pursue, you should find the job search process enjoyable 

since you will be researching, learning and talking about an area that you enjoy. 

Managing Your Career 

Self-assessment is not a one-time tool to help find a specific job; rather, it should be an integral part of your 

professional life (see Chapter 1). The awareness gained through ongoing self-assessment practices will impact 

choices made in your day-to-day job as well as in your long-term career journey. 

While it is true that you can always switch careers, the reality is that the choices you make along the way impact 

your future options. All of your career choices matter. It is a myth that certain careers keep all doors open; certain 

opportunities are only available at certain times in your career trajectory. When you accept a specific job in a 

specific industry/function, you are declining an opportunity to take another job with another company in another 

industry/function. 

Career management professionals find that clients who choose careers they enjoy tend to be successful because they 

are naturally motivated to go above and beyond what is required in the job. As such, consider charting your career 

based on a solid foundation of self-assessment and not based solely on the monetary component. 

Tip: 

1) Try to avoid being overly influenced by the “herd mentality.” Distinguish between what you want to do and 

what other people are doing/want you to do. A career path is right for you if it matches with your 

competencies, interests and values. A good career choice for you may not be the most popular career choice 

among your classmates/colleagues 

Finally, recognize that self-assessment can positively impact your life outside of your career. It helps you interact 

more effectively with others and strengthen relationships; skills that are applicable both in and outside the 

workplace. 

CONDUCTING SELF-ASSESSMENT: THE GUIDING PRINCIPLES 

Self-assessment impacts each part of the job search process as well as your future job and your life outside of your 

career. Therefore, it is crucial to: 

• Take time to conduct detailed and honest self-assessment. The time invested to create this foundation will serve 

you well during the job search process and well into the future. 

• Begin the self-assessment process as early as possible. Without thorough self-assessment it will be difficult to 

proceed with an effective job search. If you think you have made bad career choices, remember that they are in 

the past; do not let regrets keep you from making progress toward your future. 

• Leverage established self-assessment tools such as Myers-Briggs Type Indicator® (MBTI) and CareerLeader® 

(discussed later in the “Self-Assessment Tools” section of this Chapter) as well as an analysis of the intersection 

of your competencies, interests and values. 

• Be comprehensive. Combine self-assessment tools with deep reflection and thought to envision the right career 

path for you. Ultimately, only you have the power to understand what you are good at, enjoy and feel 

comfortable doing as well as to determine your career path (your position/company/industry/function). 

• Identify a system to track your self-assessment data collection efforts. Tracking key insights from your efforts 

in written form will assist you in remembering specific and valuable details. This will save you time, enable you 

to remain true to your career direction and help you remain motivated during a challenging job search process. 

• Conduct self-assessment periodically throughout your career – and certainly before you embark on any 

transition (e.g. changing positions within a company, changing companies or careers). Reflect on your decisions 

and re-evaluate your conclusions to ensure the effectiveness of future decisions. Incorporate new insights about 

yourself, newly developed skills and interests and new/revised priorities. 


SELF-ASSESSMENT TOOLS 


A variety of tools and techniques are available to assist with the self-assessment process. Each tool is designed for a 

different purpose; using a variety of tools will broaden your self-knowledge. 

We recommend the following tools/techniques, each of which is described in detail in this section: 

• Competencies, Interests & Values (CIV) Analysis – highlights competencies, interests and values but does not 

outline a particular business area match 

• Myers-Briggs Type Indicator® (MBTI) – assists you in identifying how you derive energy, receive information, 

make decisions and operate in the world (e.g. types of environments in which you might feel comfortable) but 

does not recommend a particular career 

• CareerLeader® – identifies business areas that match your interests or environments which might be 

comfortable for you. 

No tool or technique can answer all of your questions about yourself and your career. Rather, the insights provided 

by self-assessment tools must be combined with critical thought in order to determine what career (or next step) is 

right for you. 

Tip: 

1) Consider asking friends, colleagues and mentors (people that know you well) for their opinion on your 

career options, as discussing these issues may help to clarify your thoughts 

Competencies, Interests and Values Analysis (CIV) 

What is CIV Analysis? 

CIV stands for Competencies, Interests and Values. This tool is a framework to identify the three basic 

characteristics that form the foundation of a self-assessment effort. Below are in-depth definitions: 

• Competencies (e.g. skills and experiences) 

− Understand what you do well and your areas for development. Does financial modeling come easily to 

you? Are you good at thinking about the many details of a situation, and drawing conclusions from those 

details? Are you good at thinking about the big picture and figuring out the best course of action based on 

some level of intuition? 

− Sample competencies (from CareerLeader®) include: 

� Critical thinking 

� Quantitative analysis 

� Quick thinking 

� Taking initiative 

� Interpersonal effectiveness 

� Leading/managing 

� Teamwork 

� Communication 

• Interests (e.g. what you like to do) 

− Know more than what you like – understand precisely why you like it. What excites you? What catches 

your attention? Whose job do you most admire? What kinds of books do you read? Do you like research 

and if so, what is it about research that you like? Do you like working alone or in a group? Do you like 

taking risks? Do you thrive in a stressful environment or in one that is less stressful and offers a lot of time 

to think and decide matters? Do you like to crunch a lot of numbers or are you more of a big idea person? 

− Sample interests (from CareerLeader®) include: 

� Application of technology 

� Quantitative analysis 

� Theory development and conceptual thinking 

� Counseling and mentoring 



� Managing people and relationships 

� Influence through language and ideas 

• Values (e.g. priorities) 

− Identify what is important to you and what motivates you (in life and in your career). Values are priorities. 

How important is time with your family or friends? How important is financial security to you? How do 

you weigh the importance of financial security versus learning new things and expanding your horizons? 

Do you care a lot about recognition, or do you just care about doing the work, getting paid, and providing 

for your family? Do you want to work for a company that shares similar values? 

− Sample values (from CareerLeader®) include: 

� Altruism 

� Financial gain 

� Intellectual challenge 

� Lifestyle 

� Power and influence 

� Recognition 

� Security 

Examining your competencies, interests, and values will enable you to create an accurate benchmark of where you 

are today and design your future career strategy. Thorough analysis will yield the most reliable data and may lead 

you to uncover information about yourself that you did not previously acknowledge and to validate information 

about yourself that you did not previously take the time to articulate. 

In the Appendix you will find a series of exercises which will help you identify your CIVs. 

Using CIV Analysis Data 

Once you critically evaluate the data you collected from the CIV analysis in the Appendix (many more exercises can 

be found in self-assessment books and on the internet) you can capitalize on the intersection of your current 

competencies, interests, and values. 

Tips: 

1) Combine interests. Identify ways you can creatively bring multiple interests into one ideal job. For 

example, if you have an interest in classical music and finance, be creative. How can you combine those 

two interest areas to create a career option? Consider a career as a financial analyst at the Philadelphia 

Philharmonic 

2) Recognize that research has shown that interest patterns are the most stable personality trait, so for longterm 

happiness focus on positions, companies, industries and functions that interest you 

3) Identify the values held by your target industries, functions and companies (via market research and 

networking – see Chapters 3 & 4) and determine if they match yours. Values of companies can often be 

assessed by evaluating the firm’s culture. If your values and the values of the industry or company you 

have chosen are not aligned, there will be tension. You will be able to compensate for this imbalance for a 

while, but eventually you will feel the effects of values not being aligned 

Myers-Briggs Type Indicator® (MBTI) 

The MBTI® tool is a psychological assessment which was originally developed by Katharine Briggs and Isabel 

Briggs Myers based on the ideas and theories of psychologist Carl Jung. The tool was designed for the purpose of 

understanding personality preferences to help women who were entering the industrial workforce for the first time. 

After more than 50 years, the MBTI® assessment is now used to understand individual differences and uncover 

new ways to work and interact with others. Many educational institutions and organizations use MBTI® to help 

students and employees identify how they derive energy, take in information, make decisions and operate in the 

world. 

Using MBTI® 

Current MBA students can access the MBTI® instrument though the Wharton student career management website. 

It is recommended that you set aside approximately 30 minutes to complete this assessment tool. Your results must 



be delivered in person or by phone through an interactive feedback discussion with a qualified practitioner. All 

MBA Career Management advisors are qualified practitioners. 

The CareerLeader® Program 

CareerLeader® is a business career self-assessment program, developed by Dr. Timothy Butler, Director of MBA 

Career Development Programs at Harvard Business School, and Dr. James Waldroop, his associate at HBS for 18 

years. It is used by many schools and students to help them with their career decisions. CareerLeader® is made up 

of a number of proprietary tests including the Business Career Interest Inventory (BCII), the Management and 

Professional Reward Profile (MPRP), and the Management and Professional Abilities Profile (MPAP). The program 

processes your answers to create a list of recommended career paths as well as an assessment of potential career 

breakdowns. 

CareerLeader® is designed to: 

• Give you an assessment of your unique pattern of business-relevant interests, values and abilities 

• Integrate your results and recommend particular career paths that are likely to be your best career path matches 

and provide the reason for recommended match 

• Rate your entrepreneurial attributes 

• Provide you with in-depth views into 30 business career paths, including information about the interests, 

rewards and abilities associated with each one 

• Help you to understand key elements of corporate culture and how you will fit in with each 

Using CareerLeader® 

Current MBA students can access CareerLeader® though the Wharton student career management website. It is 

recommended that you set aside approximately two uninterrupted hours to complete this assessment, although it 

usually takes just over an hour. As soon as you have completed the tool, you will have access to the results which 

include the CareerLeader® Professional Report with both a “Narrative Section” and your “Test Scores”. The 

Professional Report highlights your key characteristics, your best career path matches and your complete assessment 

results as well as recommended next steps. 

CONCLUSION 

After reading this chapter you should have a better understanding of why self-assessment is an important first step in 

the job search process and how it can impact your lifelong career. Once you have started the self-assessment 

process, use your newfound self-awareness to help you compose dynamic and targeted resumes and job search 

letters. You will find that the knowledge gained through the self-assessment process will benefit you during 

interviews as well as during offer evaluation processes. Finally, remember that the self-assessment process is never 

complete – it is an evolving journey. 

APPENDIX 

CIV Sample Exercises 

Avoid getting stuck in analyzing whether a certain experience, fact, or piece of data belongs in the Competencies, 

Interests, or Values category. Some items may fit in more than one grouping. The goal is to get data. 

Tip: 

If you are having trouble completing any of the exercises below, try one or all of the following: 

− Stop doing the exercises and get away from them for a few days 

− Review previous performance evaluations 

− Ask current or former colleagues for assistance. What do they think are your CIVs? 

− Review the career-related books listed in the Appendix of this Chapter 



− Take a career assessment tool such as the MBTI® or CareerLeader® (see “MBTI®” and 

“CareerLeader®” sections of this Chapter) 

− Seek the assistance of a career advisor 

Identifying Your Competencies 

Below are four exercises to help you identify and assess your competencies. It is recommended that you complete at 

least three of these exercises. Note that you want to identify competencies you currently exhibit (not competencies 

you would like to develop in your next position). 

Exercise #1: Skill Portfolio 

Make a list of past project areas, tasks or responsibilities (from previously held jobs or volunteer activities). Then 

list the skills you used to accomplish each specific task or project. Include all skills used – regardless of how much 

you enjoy using that skill. Describe how you used each skill by indicating the "who, what, when, where, and why" 

of the skill. Be specific. 

• Who did you work with when developing this skill? 

• Were you a member of a project team? Were you part of a committee? 

• What specifically were you doing? 

• When did you participate in this? 

• Where did you use this skill? In front of a class of students? On a manufacturing floor? In an office? 

• Why and how did you develop this skill? 

Then categorize your skills. Which ones are you best at? Which do you enjoy most? Which are most marketable? 

Finally summarize your results, identify themes and recurring skills. 

Exercise #2: Skill Matrix 

Plot the skills you have used in your previous jobs or volunteer activities on the Skill Matrix (see below), which 

identifies your level of skill versus your level of enjoyment. Identify trends and summarize your results. 

Skilled 

Not Skilled 

Skill Matrix 

Enjoy Do Not Enjoy 

Exercise #3: Competency Building 

Draw two pie charts. Label the first one “Current Position Competencies,” and the second one “Aspiring Position 

Competencies.” Use the first pie chart to represent the skills you use in your most recent/current position and 



indicate percentage of time you spend using each of the skills. Use the second pie chart to highlight the skill mix you 

want in your next job or career. Evaluate your results. How similar or different are the two pie charts? 

Exercise #4: Identifying Accomplishments 

Brainstorm a list (at least 10) of your career and non-career related accomplishments (e.g. created a model that 

tracked receivables more accurately, wrote a great press release, recommended a change in the way compensation 

was awarded). Your accomplishments do not have to be epic. Any accomplishment can give you insight into the 

skills you possess. After brainstorming, pick 5-6 accomplishments and write a few paragraphs describing each 

accomplishment. Then, analyze the skills used as part of those accomplishments. 

Identifying Your Interests 

Below are three exercises to help you identify and assess your interests. It is important to recognize that some of 

your interests will be strong and clear (e.g. “I love to manage people”), while other interests will not be as clear 

because you have not had exposure to these areas (e.g. “I think I would like to work on a team”). 

Exercise #1: Interest Generation 

Identify what work, volunteer or non-work related activities excite you and write about them. The below questions 

can help generate ideas about what excites you. 

• When you visit a library or bookstore, what types of books or magazines are you drawn toward? 

• When you read the newspaper or watch television, what types of things catch your attention? 

• What industries are appealing to you? 

• If you could have any job in the world, what would it be? Why? 

• If you could work on any project area at your current or past employer, what area would you select? 

Exercise #2: Interest Identification 

Graph your lifeline with time on the X-axis and happiness on the Y-axis. What was going on inside or outside of 

work during the times you were happiest? What was interesting/satisfying about these times? 

Identifying Your Values 

Below are four exercises to help you identify your values. As you complete these exercises be honest with yourself. 

It is easy to be attracted to things which a lot of people value (e.g. working for a prestigious firm, owning your own 

company, or making a lot of money) but stay true to your own values. 

Exercise #1: Idealize your Next Job 

List five elements you must have in your next job. List five elements you absolutely do not want in your next job. 

Exercise #2: Envision your Legacy 

How do you want to be remembered? What did you accomplish in your lifetime? If you had one year to live what 

three things would you want to accomplish before you die? Write your obituary. 

Exercise #3: Articulate your Professional Journey 

Make a list of the career decisions/job changes you have made in your life. What values were driving each of those 

decisions? Is there a pattern? Were you true to what you really wanted? Were you happy with your decisions? If not, 

why? Summarize your results. 

Exercise #4: Value Trade-offs 

Once you have identified your values it is important to prioritize them so you can easily understand how a potential 

job fits with or challenges your value system. Organize your values into 3 categories: 1) values that must be met,” 

2) values that should be met, and 3) values that “should do not have to be met”. The values you place in the first 

category – those that are never negotiable – are the ones you must be aware of as you engage in your job search and 

determine if a potential position/company is right for you. 




• Back in Control: How to Stay Sane, Productive, and Inspired in Your Career Transition (Diane Grimard 

Wilson) 

• Career Counselor's Handbook (Richard Nelson Bolles & Howard Figler) 

• Discover What You're Best At (Linda Gale) 

• Discovering Your Career In Business (James Waldrup & Timothy Butler) 

• Do What You Are: Discover the Perfect Career for You Through the Secrets of Personality Type (Paul D. 

Tieger and Barbara Barron-Tieger) 

• Finding Your Perfect Work (Paul Edwards & Sara Edwards) 

• Getting Unstuck: How Dead Ends Become New Paths (Timothy Butler) 

• I Could Do Anything If I Only Knew What It Was: How to Discover What You Really Want and How to Get It 

(Barbara Sher) 

• Live the Life You Love: In Ten Easy Step-By Step Lessons (Barbara Sher) 

• What Color Is Your Parachute? 2008: A Practical Manual for Job-hunters and Career-Changers (Richard 

Nelson Bolles) 


• DISC Profile (www.discprofile.com) 

• Keirsey Temperament Sorter (www.keirsey.com) 

• Lawler Kang’s “Passion at Work” (www.lawlerkang.com) 

• MAPP (www.assessment.com) 

• Strong Interest Inventory (www.cpp.com/products/strong/index.asp) 

• The Birkman Method resolution (www.birkman.com) 


• Career Leader® 

• Myers-Briggs Type Indicator® (MBTI) 



CHAPTER 3: MARKET RESEARCH & STRATEGY DEVELOPMENT 


This chapter covers market research and strategy development and is organized into the following sections: 

• Overview of Market Research 

• Effective Market Research 

• Strategy Development & Implementation 


• Appendix 

After exploring self-assessment (see Chapter 2), the next foundational step in the job search process is to research 

industry(s) of interest and develop your job search strategy. The specific steps required for both market research and 

strategy development depend on your particular situation (e.g. your industry of interest, your prior level of market 

place knowledge and your familiarity with the job search process); therefore, the amount of time required to 

complete these steps will vary. In addition, as with self-assessment, market research and strategy development 

efforts continue throughout the job search process (and even after you have accepted a new position). 

OVERVIEW OF MARKET RESEARCH 

What is Market Research? Why is it important? 

Market research is simply the process of learning about the market place. The market place is multifaceted and 

includes: 

• Industries 

• Functions (job roles) 

• Companies (employers) 

• Positions (specific job opportunities) 

You should conduct market research on potential industries and functions of interest based upon the results of your 

self-assessment analysis (see Chapter 2) to gain deeper understanding/knowledge of those industries/functions. Test 

and retest your beliefs about the market place and how a specific industry/function fits with your skills, interests and 

values to determine if that industry/function is right for you. 

Market research follows and builds upon the foundation of self-assessment and enables you to strategically: 

• Develop your job search approach 

• Identify target companies and potential networking contacts 

• Plan your networking efforts 

• Organize effective and targeted resumes 

• Write convincing cover letters 

• Prepare effectively for interviews 

• Evaluate offers 

• Plan your long-term career vision and strategy 

Both primary and secondary research are required to gather information on the market. 

• Primary research includes information gathered from talking with people. Sample ways to connect with 

knowledgeable individuals include joining an industry association or professional club, taking a class, doing 

volunteer work, attending conferences and talking with mentors, career advisors and/or someone in the industry 

(see Chapter 4 for specific tactical networking advice). 

• Secondary research is conducted with published sources of information including information found on the 

internet or in a library. Current Wharton students should use Lippincott Library and its staff throughout the job 

Chapter 3 | Market Research & Strategy Development 1


search process. In addition, the Appendix has a listing of potential resources for non-industry-specific secondary 

research. 

Ideally, market research should be a combination of both primary and secondary research efforts. 

EFFECTIVE MARKET RESEARCH 

Consider the following guiding principles when conducting market research: 

• Begin conducting market research as soon as you complete the majority of the self-assessment process. The 

earlier you begin learning about an industry of interest, the better. Developing your market knowledge will help 

confirm your areas of interest and therefore validate further pursuit or, conversely, allow you to cease pursuing 

areas that your research confirms are not appealing to you. This knowledge leads to better decision-making and 

more effective time management. 

• Be open to learning. Be inquisitive. Negative information (e.g. learning enough about an industry to decide you 

are not interested) is just as valuable as positive information (e.g. information that reinforces your interest). 

Your market research efforts will help you identify the appropriate strategy for your job search. It is wise to 

always keep your eyes and ears open and learn as much as you can, even if it does not directly affect your job 

search at the moment. That said, it is essential to use self-assessment and market research to make decisions on 

your industry and/or functional focus. 

• Devote an appropriate amount of time to market research. If you plan to return to the same industry, you will 

need to continue to verify that it is the right industry for you, which may involve going back and forth between 

this step and self-assessment. If you are entering a new industry, you will need to spend more time learning 

about that industry before proceeding to the next step. Do not devote so much time to self-assessment and 

market research, however, that you miss opportunities to engage with network contacts or submit an 

application. 

• Start by conducting secondary research to achieve a baseline of knowledge. Confirm your secondary research 

findings during primary research/networking conversations. Use these conversations to illustrate your 

knowledge of the industry (or function or company), your ability to learn new things and your passion for the 

industry. Avoid asking networking contacts questions that can be easily answered by reading the internet. These 

types of questions show laziness and disrespect and can damage your reputation and credibility (see Chapter 4). 

Learning about industries, functions and companies should continue as you network, write resumes and cover letters 

and interview – throughout the entire job search process. 

Sample Questions 

Conduct market research according to specific goals. Are you learning about a new industry/function or are you 

deepening existing knowledge? Are you seeking to understand a position’s required skill set or a potential career 

path? At the beginning of the job search process, when you may be considering several career paths, focus on 

answering questions like these: 

Industry Questions 

• What are the trends in this industry? What are the challenges? What types of firms exist (large, small, 

entrepreneurial start-ups, etc)? Where will the industry be in five years? 

• What are the key resources (books, associations, newsletters, etc) I can use to learn more about the industry? 

• As I understand this industry has changed a lot in terms of XXXX in the past XX years. How have these 

changes affected this company? 

• What technical or specific skills are required for people to be successful in this industry? 

Company Questions 

• What is the structure of the firm? Which function has P&L ownership within the company? 

• What is the culture of this industry, company, function? What are some specific examples? What are the 

critical success factors for the company? What are the preferred styles of communication? 

− Think: Does this culture appeal to me? Can I see myself working with colleagues like these? 



• How long has this company been in existence and what are the long-term plans for growth? 

• What does the company consider its most important assets? 

• How does the company compare to its competitors? 

Position Questions 

• What would an average day at work look like? What would I be expected to do during an average day, week, 

month at work? Are the day-to-day tasks routine or project oriented? Individual or team? What is the degree of 

independence? Degree of intensity? Amount of travel? Amount and type of training? Does the company give 

you a variety of experiences in different divisions/products/business situations? What is this individual’s 

personal experience? What challenges/opportunities has he/she faced? How much impact can a new employee 

have on the business? 

− Think: Can I see myself doing this type of work? Does it fit with my skills, interest and values? What 

percentage of the work involves skills you do not yet have? What effort will it take to learn these? 

• What attributes do people successful in this position possess? What attributes allow someone to excel in this 

industry? What attributes are considered to be weaknesses? What are common likes/dislikes about the job? 

− Think: Do I have these strengths or weaknesses? Am I a “target employee?” 

• What opportunities will this industry/function/company open for me now/in the future? What opportunities 

does it close for me now/in the future? Is senior management promoted from within or outside hires? What 

functions do they come from? How strong is the Wharton alumni network at the company? 

As you engage in this market research, be attuned to how you respond to what you learn. Being excited and 

energized by what you discover is a positive sign that you may be interested in that industry/function/position. 

Once you have a fairly clear idea of your target industry, you can narrow the focus of your market research efforts 

by evaluating the following questions: 

• Are you sure this is the right career path for you? 

• Are there other related fields that you have not yet considered that warrant consideration? 

• What companies/positions in this industry offer the best opportunity for you? 

• How does this industry operate? What is the best approach for your job search? How can you become an 

“insider?” 

Once you have targeted a specific industry, use your market research to prepare for the subsequent steps in the job 

search process (e.g. networking, resume writing, cover letter writing and interviewing). Ask questions to confirm 

your knowledge and/or build your target list of companies and contacts. 

Tips: 

1) Review potential interview questions for your target industry to gather insight into the type of information 

you will be expected to know for an interview 

2) Read industry magazines and newspapers to learn about the industry and to identify what others in the 

industry know and what you will be expected to know 

3) Review questions (see Chapter 8 Appendix) which may help you evaluate a potential opportunity 

STRATEGY DEVELOPMENT & IMPLEMENTATION 

What is Strategy Development? Why is it Important? 

Strategy development is the process of analyzing your self-assessment results together with your market research to 

determine which industry/function should be your target and how best to approach it. Strategy development heavily 

impacts both your short and long term career. 

Strategy Implementation 

Follow the steps below to create a plan for your job search process. 



STEP 1: Create a timeline for your job search process. Estimate the amount of time required to complete various 

steps in the job search (including follow-up) and set realistic goals. Consider setting “overarching goals” as well as 

“mini-goals” to guide you along the way. 

Tips: 

1) Identify a way to track your progress and manage/organize your data. Record who you called, what was 

said, what you know about a company, who you know at the company, etc 

2) Consider finding a job search “buddy” – a friend who can keep you on track, hold you accountable, serve 

as a sounding board and offer ideas 

STEP 2: Brainstorm to create a target list of companies in your chosen industry (within your geographic restrictions, 

if any exist). Decide which companies to contact and prioritize them. Try to have approximately 10 “active” 

companies (e.g. those you are interested in and are pursuing) in your search. When an active company becomes 

inactive, replace it with a new company from your target list. Ideally, you always have active companies at different 

stages of the process. 

To help you prioritize your target company list, ask the following questions: 

− What companies am I most interested in? Why? 

− Which ones will I contact first? Which ones will I leave for the end? Why? 

Tips: 

1) Use “Google” (or other online search engines) to identify potential companies of interest. Type a 

description of your target industry into Google and review the results 

2) Search business databases such as Factiva, Lexis Nexis, Capital IQ, Dunn & Bradstreet’s Million Dollar 

Database, Hoovers, Multex, ZoomInfo and Investext Plus 

3) Read trade magazines 

4) Attend conferences and make note of companies represented through panels, speakers and sponsorship 

5) Gather company information from friends and former colleagues who are familiar with your target industry 

6) Current Students: Review the “Company List” in CareerPath 

STEP 3: Develop a networking plan for each target company. Identify contacts and develop a timeline for reaching 

out to these contacts (see Chapter 4). The purpose of speaking with networking contacts is to help evaluate your 

level of interest in the individual companies, to learn more about the industry and to identify possible job leads. 

Tips: 

1) Ask former colleagues for referrals (and be sure to follow-up in a timely fashion) 

2) Search your undergraduate alumni database and Wharton’s alumni database for contacts 

3) Use LinkedIn, Facebook, MySpace and other social networking sites to identify potential contacts 

4) Join professional industry associations; attend professional conferences 

5) Current Students: Search Wharton’s Facebook, the Resume Book Archive, Full-Time and Intern Directory, 

Wharton Summer Job Survey and Peer Network 

STEP 4: Identify job leads and begin networking. Job leads can be divided into two categories: hidden and 

advertised. You should take advantage of both types of leads. Hidden job leads are those that are found through the 

networking process (see Chapter 4) and are often not advertised. Advertised job leads are those that are posted on 

Wharton’s CareerPath system or Job Board, online job boards (See Appendix for sample listing), a company’s 

website or by executive search firms. (Note: Executive Search firms are typically not effective for current MBAs 

who lack significant work experience and/or who are planning on changing functions/industries – see Chapter 1). 

Your earlier market research should have helped you identify the primary means of finding job leads in your 

industry. 

Tips: 

1) Create a strategy for checking the various and appropriate job source platforms on a regular basis (e.g. 

check all appropriate online job boards every Sunday night so you do not miss any new postings) 

2) Avoid the “black hole” of the internet. When applying for appropriate online job postings use your prior 

research and leverage your network to ensure your resume is noticed 



3) Make sure your friends and associates are aware that you are engaged in a job search (and make sure they 

know what industry or position you are seeking) so that they can send you referrals or job opportunities that 

might be of interest to you 

STEP 5: Determine the appropriate number (and focus) of resumes you will need to conduct your job search. 

Resumes tailored to your target industry – and even target function – are most effective (See Chapter 5); it may be 

necessary to have more than one version. 

STEP 6: Begin preparing for cover letter writing (see Chapter 6) and interviewing (see Chapter 7). You can organize 

your market research to help you compose strategically focused cover letters and to create materials you can use to 

practice for successful interviews. 

CONCLUSION 

After conducting market research, you should know which industries and functions interest you. Your target list of 

industries, companies and positions should be prioritized. The knowledge you gain from this research helps form a 

focused and productive approach to the next steps of the job search. 

APPENDIX 

Below are some of the most popular resources that contain information on a variety of industries. For resources 

specific to an industry, seek the advice of someone with experience in that industry. Many of these resources are feebased, 

but are available to current students via the Lippincott Library and/or the MBA Career Management student 

website. 


• Encyclopedia of Associations 

• Financial Times (www.ft.com) 

• MBA Jungle 

• The Economist 

• Wall Street Journal (www.wsj.com) 


Market Research and Strategy Development 

• Career Journal (www.careerjournal.com) 

• Corporate Information (www.corporateinfo.com) 

• Forester Research (www.forester.com) 

• Global Workplace (www.global-workplace.com) 

• Hoovers (www.hoovers.com) 

• Individual Company’s websites 

• OneSource (www.onesource.com) 

• Plunkett Research (www.plunkettresearchonline.com) 

• ProQuest (www.proquest.com) 


• Riley Guide (www.rileyguide.com) 

• Thomson Reuters (www.thomsonreuters.com) 

• Uniworld (www.uniworld.com) 

Job Leads 

• 6 Figure Job (www.6figurejobs.com) 


• Individual Company’s websites 


• Ladders (www.theladders.com) 

• MBA Direct (www.mbadirect.com) 

• MBA Exchange (www.mba-exchange.com) 

• Monster (www.monster.com) 



• Capital IQ 

• CareerLeader® 

• CareerPath’s “Company List” 

• “Explore Industry Areas” drop down menu 

• Geographic placement reports 

• Going Global 

• Lippincott Library’s Business Databases – including (but not limited to) the following: 

− ABI/Inform 

− Bloomberg 

− Dunn & Bradstreet 

− Factiva 

− Forrester 

− Hoovers 

− Investext Plus 

− LexisNexis 

− Standard & Poor 

− Thomson Research 

• Management Rotation Programs 

• Resume Book Archive 

• Salary, Timing & Offer reports 

• Summer Job Surveys 


• Wharton Alumni Directory 

• Wet Feet Insider Guides 




CHAPTER 4: NETWORKING 

This chapter covers networking and is organized into four major sections: 

• What is Networking? 

• Guidelines for Effective Networking 

• Successful Preparation 

• How to Network (e.g. identifying and approaching contacts) 


• Appendix 

WHAT IS NETWORKING? 

Networking is a common term used to describe the act of engaging in conversations to build relationships, gather 

information and identify potential opportunities over the course of your professional career. Networking can occur 

in many forms, including: 

• Informational meetings/informational interviews arranged for the specific purpose of learning about an industry 

or company 

• Meeting people at conferences, presentations, career fairs and business meetings 

• Engaging in conversations arranged through personal or professional referrals 

Networking can be used throughout your career as a tool for professional growth and advancement. It can also be 

used during job search periods to: 

• Conduct market research to determine if an industry/company is the right fit (see Chapter 3) 

• Build a business/professional network by developing relationships in a specific industry 

• Identify open positions and/or job leads that may not be publicly listed (According to the U.S. Bureau of Labor 

and Statistics, research shows that approximately 70-75% of jobs are found through networking versus 

responding to a job posting) 

• Demonstrate interest in a specific industry/function/company 

• Prepare for job applications (resumes and cover letters see Chapters 5 & 6 and interviews see Chapter 7) 

• Follow up on an application to a posted position 

• Evaluate potential career options as well as job offers (see Chapter 8) 

The most effective networking starts with people with whom you have strong relationships. Avoid waiting until you 

need the network to build it. Invest time in building a strong network of people (former colleagues, classmates, etc.) 

from whom you can draw upon throughout your career. Successful networking requires a focus on building personal 

relationships, not just asking for a job. Be prepared to offer your own time and attention to your contacts; avoid only 

leaning on them when you are in need. Showing concern and interest in others will help build the credibility and 

trust that is required for establishing an effective network. 

GUIDELINES FOR EFFECTIVE NETWORKING 

Success in networking is dependent upon: 

• Understanding the personality, level of experience, knowledge, and values of the individual 

• Focusing on the needs/thoughts of that person; listen for opportunities to give something back – offer something 

of value to anyone who takes the time to network with you 

• Evaluating the nature of the situation/relationship (e.g. appropriate setting/timing, nature of established 

relationship, potential to establish a good rapport, etc) 

• Demonstrating professionalism and self-confidence along with humility, warmth and appreciation 

• Conducting follow-up and seeking opportunities to give back to the contact 

Chapter 4 | Networking 1


Define realistic goals which allow you to celebrate milestones during the job search process and set you up for 

success. Consider the following questions to help identify your goals: 

• Why am I contacting this person in particular, and not another person with similar experience? Am I interested 

in establishing a relationship or only seeking information? 

• What are my priorities? What are my primary/secondary motives? 

• Are these goals reasonable – with this person, in this amount of time, in this situation? What goals are 

unreasonable in this situation and why? Are there other methods I can use to accomplish these goals? 

For example, a realistic goal from an individual networking meeting may be to obtain the name of one new 

networking contact or an additional resource to review. It is unrealistic to expect that each networking conversation 

will turn into a job opportunity. After setting realistic goals, it may be helpful to record them on paper. 

A Note about the common fear of networking: 

Taking the time to prepare for a successful networking experience will reduce the anxiety that can accompany this 

task. The idea of contacting strangers or people you have not spoken with in a long time to ask for something when 

you do not have something to offer in return can be intimidating. It can be difficult to understand why a contact 

would want to help. Shift your mindset. Focus on understanding the purpose of your networking as well as the 

opportunity for the networking contact; using one’s knowledge, expertise, or power to help someone is most often a 

positive experience. 

SUCCESSFUL PREPARATION 

Step-by-Step Informational Meeting Preparation 

Prepare for an informational meeting in the same manner you would prepare for an actual interview. 

STEP 1: Conduct market research (see Chapter 3) 

• Understand the industry, company; and MBA-level functional positions 

• Research the contact’s function, position and background 

• Consider identifying Wharton students/former colleagues who worked for the firm in the past. If possible, talk 

with them prior to engaging the firm. They can provide you with information regarding best practices for 

approaching the company 

STEP 2: Create your story (Chapter 7) 

• Articulate why you are interested in gathering information about the industry/company/position 

• Identify 2-3 key messages about you, your qualifications and interests that you want to communicate. Focus on 

things about yourself that would be interesting to the person. You will not sell yourself by talking about the 

impressive things you have done which do not interest him/her. 

• Thoroughly prepare and practice your 30-second pitch (see “Prepare your 30-Second Pitch” section of this 

Chapter) 

STEP 3: Organize an agenda (see “Approaching Contacts” section of this Chapter) 

STEP 4: Develop strategic questions you plan to address during the meeting (see Appendix) 

• Prepare enough questions to fill the entire scheduled meeting time 

• Show you conducted background research – ask specific (not general or open-ended) questions 

• Target your questions to the person with whom you are speaking (e.g. recruiting questions should be reserved 

for human resource professionals, high level strategic questions/long-term career perspective questions should 

be asked of senior management, questions about day-to-day responsibilities should be asked of employees 

currently in the role you are seeking) 

• Avoid questions that someone could answer with a simple “yes” or “no” 

• Never ask questions that you can find answers to on the company’s website 



STEP 5: Identify successive potential networking contacts as well as the best methods for approaching these 

contacts (see “How to Network” section of this Chapter) 

Effective preparation will enable you to: 

• Leverage the time allotted for the networking meeting 

• Demonstrate your knowledge of the industry 

• Build confidence (which can lead to clear and succinct communications and strong body language) 

• Anticipate potential questions you may be asked 

Achieving an effective meeting will increase the likelihood that the contact will share referrals and be interested in 

developing a long-term relationship with you. 

Prepare your 30-Second Pitch 

An effective 30-second pitch shares information about your past as well as your career goals moving forward. This 

pitch provides a quick overview of who you are and what type of experience you are seeking. In addition, 

condensing your goals into 30 seconds helps clarify your goals and message. A 30-second pitch should include: 

• The Intro: What do you want to be known for? 

• The Evidence: Highlight relevant examples of your talents 

• The Value Proposition: What you have to offer 

• The Ask: Be specific about your needs/goals 

To help you formulate your own 30-second pitch, review the examples listed below. 

Example 1: 

Prior to Wharton I worked in the operations department for XYZ Corp. Through my experience in the automotive 

industry, I became extremely interested in the development of alternative energy sources and its impact on the auto 

industry. I believe my operations background, along with my concentration in Strategic Management at Wharton, is 

ideally suited for a career in energy strategy. I would really appreciate a moment of your time so that I could learn a 

little about where you think the industry is heading in the next 5 – 10 years. 

Example 2: 

I am a first year Wharton MBA majoring in Finance with six years of experience as a software engineer. I managed 

the team at XYZ Software that developed a new product that grew to over 50% of company revenues in two years. 

Given the first-mover advantage in the market, we worked under extremely tight deadlines to release the product 

before competition, and succeeded through hard work and long hours to release a high quality product on time and 

on budget. My experience demonstrates my ability to thrive and succeed in high pressure, time sensitive 

environments while conducting detail-oriented, analytical work. I am confident that this would translate to success 

in Investment Banking. 

Example 3: 

I am a first year Wharton MBA with management consulting and venture capital experience, mainly focused in 

communications technology. As a VC Associate I evaluated the market demand for over 200 prospective technology 

investments, and as an associate consultant with XYZ, I advised a client on a successful entry into a new wireless 

PDA market. I am seeking a business analyst internship with a top technology company to leverage my experience 

in technology, strategy and market analysis. 

Example 4: 

I am a Wharton MBA marketing major with over five years of experience in marketing communications. Most 

recently I was at a leading advertising agency directing eight accounts with billings of over $20 million. I was also 



selected by my firm for a fast-track management training program. With my experience in the advertising field, and 

broader marketing training at Wharton, I am confident that I will be an effective contributor to a summer internship 

in brand management. Your firm’s brand management internship program has an excellent reputation. I would like 

to follow up with you to discuss the program in more detail. May I call you next week to follow up? 

NOTE: For Wharton students seeking full-time employment after the completion of an internship, it can be helpful 

to tweak your 30-second pitch to include: 

• What you did over the summer? Include your major internship accomplishments 

• Why are you not going back to your summer employer? Avoid speaking negatively about your former 

employer – focus only on what you are looking for in your next role 

• What’s next? How does your summer experience and background qualify you for this new role you are 

targeting? Include your value proposition to the company/industry you are targeting 

The two sample post-Wharton summer internship pitches listed below highlight how to position your summer 

experience if you want to stay within the same industry (Ex. 1) and if you want to move to another industry (Ex. 2). 

Example 1: 

I am a second year MBA. My summer internship was with XXX where I worked with a beverage client, identifying 

$10M in cost savings opportunity. I had a great experience at XXX, and have an offer to go back. While I am 

considering that, I am speaking with a few select consulting firms that I didn’t get the chance to meet last year. Since 

I’m committed to a consulting career, I want to choose the firm where my skills and working style fit best. My 

classmate Stewart spent the summer at ABC and encouraged me to speak with you. We have worked on many team 

projects together, and he thought I would be an excellent fit at ABC given my approach and consulting experience 

with XXX. 

Example 2: 

I am a second year MBA. My summer internship was with XXX where I worked with a beverage client, identifying 

$10M in cost savings opportunity. I had a great experience at XXX, and have an offer to go back. That said I would 

like to work in a company where I can use my strategic analysis skills to identify solutions and be a part the internal 

company implementing those solutions. I’d like to work in the strategy group at a great brand like XYZ. In strategy 

consulting this summer I used analytical tools to make a bottom line improvement at a client, and have heard that 

XYZ’s strategy group uses a similar approach…. 

Tip: Be sure to practice your pitch so that it sounds natural and not robotic. 

HOW TO NETWORK 

Identifying Contacts 

Potential networking contacts come from a variety of sources including: 

• Friends and current/past colleagues - start with people currently closest to you and move to those from your 

past. Do not neglect past relationships, as they can have meaning and are a good resource from which to draw. 

Brainstorm an exhaustive list – you do not necessarily have to contact each person you identify 

• Alumni Associations (Wharton, undergraduate institution, previous employer, etc) - alumni are often loyal to 

their institution/employer and tend to be willing to help fellow alumni – even those with whom they have never 

spoken (see “Approaching Contacts” section of this Chapter) 

• Professors - many faculty have relationships with corporations and may be willing to share contacts and 

information 

• Conferences - attending conferences in your area of interest is an excellent way to meet networking contacts 

• Associations - join groups and attend and volunteer at events. Volunteering is a great way to build strong 

relationships. If you help out others it is likely they will help you in the future 



• Trade Literature - read magazines, periodicals and other materials related to your area of interest. Use these 

resources to identify organizations, events, websites and people in the industry 

• Online Networking Sites - utilize networking websites such as LinkedIn and Facebook.com 

If you are seeking employment outside of your home country, connect with people from your home country who are 

employed in your target geography. People from the same country of origin as you may be willing to assist you 

regardless of your target industry and can share potential challenges and methods for overcoming those challenges. 

Determining Who to Contact – and When 

Prior to reaching out to potential networking contacts, develop a strategy (based upon your goals) for determining 

who to contact first and how to leverage your time effectively. Below are some strategies to guide your prioritization 

of contacts: 

• Proximity – how close you are to the contact 

• Power – the amount of decision-making authority the contact possesses 

• Expertise – the amount of knowledge/information the contact possesses 

• Interest – your desire to gather information from the contact (and desire to work for contact’s employer) 

Use proximity to your advantage and get referred. Ask friends for recommendations. A warm contact/warm 

introduction is always better than a cold call (e.g. contacting someone who you have never spoken to before and to 

whom you have not been referred). While contacts with whom you have the closest proximity are most likely to 

respond to your inquiry, it can also be effective to first contact companies which are low on your priority list. These 

can provide opportunities for you to experience networking in a low-risk environment. 

Approaching Contacts 

While the specifics of your approach are dependent upon the situation (e.g. a scheduled networking meeting versus 

an impromptu discussion at a conference), there are some strategies which will work in any situation to increase the 

productivity of your conversation. 

If you are asking for a scheduled networking meeting (e.g. informational meeting), start with a well-crafted email. 

The short and targeted content of the email should: 

• Introduce you. Who are you? Where are you from? 

− Consider including a version of your 30-second pitch (see “Prepare your 30-Second Pitch” section above) 

• Explain how you got his/her name and contact information 

− Did someone refer you? Did you meet at a conference? Did you find his/her name on the Wharton Alumni 

Database? 

• Explain what you want and why you are asking for help 

• Propose a time to talk. Detail when you will follow up (mark it on your calendar so you do not forget) 

• Set a reasonable time limit for the initial conversation 

− If you are contacting someone who you do not personally know, request only 15 minutes. If they know they 

will only have to talk to you for a limited amount of time, they are more likely to take your call. If you 

develop a good rapport during the conversation you can ask to schedule additional time 

− If you are confident that the person will want to speak to you, asking for 30 minutes is a good guideline 

(assuming you need and can effectively use that much time). 

• Be appreciative 

Tips: 

1) Use a detailed, descriptive and direct subject line. A subject line catches a person’s attention and 

communicates that you have a good reason to make contact, making it more likely that the email will be 

opened 

− Consider a subject line such as “referral from Mr. X” (assuming the person knows Mr. X) 

− Avoid using “networking conversation” as a subject line 

2) Include the original email text from the person who referred you indicating you should contact this 

particular person (if that is how your referral was received) 



3) Make reference to previous conversations you have had with this person to remind him/her of who you are 

and what subjects you may have already covered 

4) Do not attach your resume. A resume communicates that you are looking for a job and the person may not 

respond if they feel you intend to pressure them for a job 

5) Do not get discouraged if you do not get an immediate response. It is possible that the person wants to help 

you but has not found the time to respond to your email 

6) Be courteous but diligent. If you have not heard back from a person, wait 5-10 business days and try again. 

Try to reach out using a different medium (e.g. phone versus email) and at a different time of the day. If 

you get the person’s voicemail, be specific regarding when you will call them back if you do not hear from 

them. If you speak with the person’s assistant, clearly explain your needs to them. It is acceptable practice 

to reach out three times before presuming that the contact is not available to speak with you. 

Sample introduction email text could include: 

Example 1: 

Subject Line: Met at Wharton Marketing Conference – Looking to Continue Conversation 

Dear John, 

My name is Holly Jones and I am a first year student at Wharton. We met at the Marketing Conference at Wharton 

last October (we sat at the same table during the lunch keynote speaker, Mike Harrison from XXX). As I mentioned 

during our brief lunchtime conversation, I am passionate about the healthcare industry and was excited to hear that 

you transitioned from consulting to brand marketing after graduating from business school. I would love to talk with 

you for 20-30 minutes about your transition and career at ABC Company. 

Prior to coming to Wharton, I was a consultant with XYZ Company… [continue using a version of your pitch] 

Talking on a Friday would be ideal for me – because there are no classes scheduled. I am available November 14 th 

between 10:00 am and 2:00 pm and November 21 st between 7:00 am and 4:30 pm. If Fridays are not good for you, 

please let me know what time/date works and I will adjust my schedule. If I do not hear from you by XXXX, I will 

give you a call. In the meantime please do not hesitate to contact me at 215-XXX-XXXX or 

holly.jones@wharton.upenn.edu. 

I would be greatly appreciative of any time that you might be able to give me. 

Thank you. 

Holly 

Example 2: 

Subject Line: Referred by Jonathan Hopkins (from ABC Corporation) 

Dear Chris, 

My name is Leslie Johnson and I am a second year MBA at the Wharton School. My former supervisor at ABC 

Corporation, Jonathan Hopkins, recommended I reach out to you to get your insights on XXXX. I am interested in 

transitioning into a career in the media & entertainment industry (with a specific focus on television). 

Prior to Wharton, I XXXXXX … [continue using a version of your pitch] 

I plan to be in Los Angeles the week of November 14 th and would love to invite you to coffee for 15-20 minutes to 

discuss your perspective on XXXX. I will call you next Thursday to see if we can set up a time to talk. In the 

meantime please feel free to reach me at 215-XXX-XXXX or leslie.johnson@wharton.upenn.edu. Thank you very 

much for your time. 


Best, 

Leslie 


If you are at a networking event (such as conference or presentation), focus on developing higher quality 

connections with fewer individuals rather than superficial connections every company representative. In these 

situations, quality wins over quantity. If you make a connection with one person it is highly likely that he/she will 

help you out after your conversation (by either being an advocate for you in the company or helping you with other 

contacts, etc.). If you meet many people but do not make a real connection with any of them, it is likely that none of 

them will help you out in the future. 

Conducting the Informational Meeting 

Informational meetings are meetings initiated and scheduled by you which enable you to learn about a specific 

industry/company/position (and potentially identify job leads). Below is a suggested agenda. 

PART I: Opening 

• Establish a common bond. Explain who referred you. Build a rapport as quickly and succinctly as possible 

• Re-state the objective of the meeting 

• Give your 30 second pitch (see “Successful Preparation” section) 

PART II: Discussion 

• Ask prepared and tailored questions (see Appendix) 

• Listen; gather advice/insights 

During the conversation try to identify if there is an employment opportunity for you (whether from an existing open 

position or if a position could be created for you). Carefully consider whether it is wise to broach the topic of 

employment with their firm. If it is appropriate to discuss employment, be creative in your approach. 

For Wharton students seeking an internship, look for opportunities to leverage your particular skills in relation to a 

specific problem/challenge facing your contact and/or the company. For example, highlight your ability to conduct 

research/write a report on specified area of business. Listen closely for opportunities to offer help in taking on a 

project or creating a solution. Ingenuity and initiative can go a long way. This strategy would be most effective in a 

small company that may not have the resources to hire an intern but that would welcome short-term help (you 

benefit by gaining valuable experience). 

PART III: Closing 

• Ask for additional contacts/referrals (i.e. “Can you recommend anyone else I should speak with?”) 

• Ask the individual if you can contact him/her in the future 

• Thank the individual. (e.g. “Thank you so much for taking the time to speak with me today about your industry. 

I will keep you updated on my status as well as my discussion with Mary Jones. I hope I can refer back to you 

in the future if I have additional questions. Thanks again.” 

Leveraging the Conversation 

Based on feedback from employers and alumni, following are the best practices for using networking conversations 

to your advantage. 

• Take responsibility for guiding the meeting (but demonstrate enough flexibility to adapt to the needs of your 

contact – remember, this is a conversation) 

• Be an active listener. Do more listening than talking. Avoid talking excessively about yourself or interrupting 

the speaker. Determine if there is a deeper message underlying the contact’s words 

• Focus on the person, not just the company and industry. Most contacts appreciate when people take time to 

show genuine interest in them and their experiences 

• Help your contacts help you. Be open and transparent about your needs. Explain key things about yourself and 

your situation that help the contact truly understand your needs 



• Appeal to the contact’s “expert” status (e.g. “you are the only one that can answer this”). People like to be 

needed, appreciated and valued 

• Be conscious of how you are being perceived during the conversation. You do not want to change who you are, 

but you may need to adjust your style to adapt to a particular situation 

• Be enthusiastic – even if the person you are talking to is not. Avoid being aggressive. You want to show your 

interest, but you also want to communicate that you are highly qualified, calm and focused 

• Be ethical. Be honest and tell the truth. Lying and acting in an unethical manner can not only permanently 

damage a relationship, but permanently damage your reputation 

• Take notes during the conversation. This will help you track key insights learned about an industry/company 

and will allow you to write a personalized thank you note 

Etiquette 

Be sure that your behavior communicates your professionalism and your abilities. Be courteous and respectfully 

limit the conversation to the amount of time that the contact originally agreed upon. If you would like more time, 

tell the contact you know the allotted time is up but ask for a few additional minutes. Lastly, demonstrate your 

sincere appreciation. This will increase the likelihood that the contact will share contacts and think of you for future 

opportunities. 

NOTE: When networking, it is important to understand the local culture so as to avoid miscommunication. If you 

are seeking employment outside of your home country, learn the culture of your target geography and adjust to it. 

Tips (for the United States): 

1) Call/Arrive on time. If circumstances arise and you are going to be late, call to inform your contact. When 

attending a Wharton recruiting event (presentation/panel/meeting), recruiters find latecomers disruptive and 

generally take note of those who do 

2) Treat every member of the company with respect. Be careful that your actions never make anyone from the 

company feel unimportant. You never know what power someone has behind the scenes 

3) Dress appropriately (for in-person meetings). Business casual is usually a safe choice for networking 

meetings. Conduct market research to determine the appropriate dress for your target industry 

4) Turn off your cell phone. Cell phones are a distraction and can demonstrate a lack of respect 

5) Display good manners. If you are going to get a drink for yourself, offer to get a drink for those around 

you. If you are at a professional dinner, remember that the point of dinner is to get to know the person 

across the table, not to eat the meal. Do not be overly picky when ordering or let your eating take 

precedence over listening and speaking 

Body Language and Demeanor 

Body language is a critical part of networking (or any interaction) and impacts people’s impressions of you. In fact, 

research has shown that people’s opinions of others are more influenced by a person’s body language than by their 

words. 

Tips: 

1) Be confident in yourself and your abilities 

2) Speak slowly, clearly and with enough volume to be heard 

3) Make eye contact, maintain good posture and smile. Body language matters even during telephone 

conversations. Smiling when talking on the phone makes your voice sound more energetic and 

communicates enthusiasm. Having good posture helps you maintain consistent and calm breathing 

Following-Up 

Following up and communicating your gratitude does not require a significant amount of time but is essential in 

developing and maintaining strong relationships. Develop a system for tracking your contacts so that it is easy for 

you to determine when you last spoke/emailed and what you discussed. When a contact takes time to help you and 

you do not follow up, you have done a disservice to yourself (and other Wharton students/alums). Not only will that 

contact feel unappreciated but likely will not be willing to help you in the future, and he/she may notify other 

potential contacts of your behavior and be hesitant to help other Wharton students in the future. 



The most obvious way to follow up after a conversation is to send a thank you note/email (within 24-48 hours). In 

addition to sending a thank you note, it is wise to follow up with the person periodically in the future, when 

appropriate (e.g. if you read an article that relates to your conversation, after you speak with the referred contact, 

when you accept a new position or something in your career-related life changes). Keeping in touch with the contact 

will make him/her feel that you valued their advice and perspective, and will help your name come to mind for 

potential leads/positions. 

CONCLUSION 

After reading this chapter you should better understand how to identify and approach networking contacts and how 

to engage in networking conversations. Networking is an imperative element of conducting business. Professionals 

use networks to create new business opportunities, develop new products or clients, measure themselves against 

their competition and increase their own industry awareness. 

APPENDIX 


• Business Etiquette for Dummies (Sue Fox) 

• Business Etiquette in Brief: The Competitive Edge for Today’s Professional (Ann Marie Sabath) 

• Dig Your Well Before You’re Thirsty, The Only Networking Book You’ll Ever Need (Harvey Mackay) 

• How to Connect in Business in 90 Seconds or Less (Nicholas Boothman) 

• How to Win Friends and Influence People (Dale Carnegie) 

• How to Work a Room (Susan RoAne) 

• Kiss, Bow or Shake Hands (Terri Morrison and Wayne Conaway) 

• Make Your Contacts Count, Networking Know How for Cash, Clients, and Career Success (Anne Baber, Lynne 

Waymon) 

• Never Eat Alone: And Other Secrets to Success, One Relationship at a Time (Keith Ferrazzi) 

• Power Schmoozing: The New Etiquette for Social and Business Success (Terri Mandell) 

• The It Factor: Be the One People Like, Listen to, and Remember (Mark Wiskup) 

• The Networking Survival Guide: Get the Success You Want By Tapping Into People You Know (Diane 

Darling) 

• HBR article: “How Leaders Create and Use Networks” (Jan. 2007) 

• Various periodicals: Fast Company, Forbes, Consulting Magazine, Staffing Management, Los Angeles 

Magazine, New York Times, Ethical Corporation, Jungle, Newsweek, MediaWeek, AdWeek, Nations of the 

World, T+D, Media Route, The Chronicle of Higher Education, Television Week, Barron’s, San Fernando 

Valley Business Journal, Entertainment Weekly, Daily Variety, Orange County Business Journal 


• Intercultural Press (www.interculturalpress.com/store/pc/home.asp). They publish a series called INTERACT. 

• Cybor Link (www.cyborlink.com/besite/china.htm) – Basic but useful do’s and don’ts and links to other 

country specific information for China and Western Europe 

• Monster (www.monster.com) 

• LinkedIn (www.linkedin.com) 

• Facebook.com (www.facebook.com) 


• Capital IQ 

• “Company List” in CareerPath 

• Full-Time and Intern Directory 

• Global Workplace 

• Going Global 

• Peer Network 


• Summer Job Surveys 

• Wharton Alumni Database 

• Wharton Job Board 


Sample Questions 

Be aware of the level of knowledge expected from you prior to engaging in informational meetings. 

Industry Questions 

• Can you recommend a book to read or other resources to consult that you have found particularly insightful on 

the industry? 

• Based on my research, I understand that the industry has changed a lot in the past X years. What have you seen 

from your company? 

• Who are the most important people in the industry today? 

• I am searching for a position in XYZ industry, can you recommend some steps to take? 

• Can you speak to me about how you entered the industry/position? 

• I read about XYZ event in this industry, how has that affected your business? 

• Can you talk about the most typical job progression in this industry for an MBA hire? 

• Does this industry typically offer training to new hires? If so, what does it entail? 

Company Questions 

• I read that your firm’s goals are X, Y and Z. How do you see the implementation of those goals on a daily 

basis? 

• Given X, what approach does your company take in the marketplace? 

• What is unique about the way your company operates? 

• How does the reporting structure work? 

• What are the accepted channels of communication and how do they work? 

• How are employees recognized, judged and rewarded? 

• I read recently that your company did XXXX, what have some of the implications been? 

Position Questions 

• Could you describe a typical workday? 

• What is the range of your responsibilities? 

• What parts of your job do you find most difficult? 

• What jobs did you have that led to this one? 

• What project(s) are you/your division currently focused on? 

• What skills are required for your position? 

• What qualifications do you seek in a new hire? 

• What personality traits do you consider critical to success in this job? 

• What does the company consider important for someone to fit into the corporate culture? 

• How do most people enter this profession? 

• Can you recommend any courses I should take while at Wharton before proceeding with my job search in this 

industry? 

Referral Questions 

• Who else can you recommend that I speak to about my interest in X? (It is a good idea to try to get more than 

one contact. Three is usually a good target.) 

• What else do you think I need to know at this point? 

Wharton MBA Career Management would like to thank Deb Rosenbloom of the Hancock Leadership Group for her 

contributions within this chapter. 




CHAPTER 5: RESUMES 

This chapter covers resume development and is organized into the following sections: 

• What is a Resume? 

• The Basic Parts of a Resume 

• The Structure of a Resume 

• Development of an Effective Resume 

• Resume Revision Process 


• Appendix 

WHAT IS A RESUME? 

A resume (curriculum vitae) is a marketing tool with one primary function – to get you the interview. It is a brief, 

clear representation of what you have to offer to an employer. The function of the resume is to impress the reader so 

that he/she wants to learn more about you. A resume also has a secondary function – to serve as a basis for 

discussion during the interview. To learn more about interview preparation and interviewing see Chapter 7. 

A resume should not serve as your autobiography, nor is it simply a chronological listing of your work experience. 

Rather, a resume is a focused and targeted document that highlights your experiences in a strategic and “forwardlooking” 

manner. To create a “forward-looking” document, be prepared to write specifically and with intent about 

your past experiences in a way that will grab the attention of your anticipated reader. The specific focus and content 

of your resume must strategically market you towards the new role you seek. Vital preparation for resume writing 

includes conducting the necessary self-assessment (Chapter 2) and market research (Chapter 3) to identify your 

target industry/function/position. 

While there are many guidelines for creating an effective resume outside of the Wharton template (which is required 

for current students) there are few rules. Resumes are subjective – you need to focus on the purpose of the resume 

and let that steer the resume format and content. 

Your resume is a constant work in progress. Regardless of what stage you are in your career, you should always 

have an updated resume. 

THE BASIC PARTS OF A RESUME 

Contact Information Section 

The first part of any resume should be your contact information. This includes your name, address, phone number 

and email address. 

Tips: 

1) Use an email address with your name in it (e.g. johndoe@yahoo.com). Avoid using an email address that 

could be viewed as inappropriate (e.g. hotchick@yahoo.com) 

2) Use a local phone number whenever possible. Most job seekers include only one address and place it in the 

middle of the resume (flush left is also acceptable; this is a matter of personal style) 

3) If you put your cell phone number on your resume, be careful about answering a call from a hiring manager 

at a time or in a location which does not facilitate conversation. Avoid answering the phone if it will be 

Chapter 5 | Resumes 1


hard for a hiring manager to hear you. Let the caller leave a message – then find a quiet place with good 

cell reception to return the call 

Objective/Skill Summary/Summary of Experience Section 

Objectives are statements at the beginning of your resume that indicate the kind of position you are seeking. 

Effective objectives are short, direct and concise. For example: “Senior level position in Brand Management.” 

Skill summaries, also usually found at the top of the resume under the contact information section, provide a list of 

key skills you have to offer an employer. A summary of experience (in paragraph or bullet form) quickly provides 

your career to date and usually indicates the number of years in particular fields and areas of focus/expertise. 

Although we do not recommend current Wharton students include an objective or skill/experience summary, the use 

of these has been debated among career counselors for years. Providing employers with a quick reference of a career 

objective or skill set can be an effective way to get employers’ attention, but that space may be better utilized in 

another way. 

When to Use an Objective 

• If you have a very specific employment goal, an objective is a quick and effective way to tell an employer 

where your interests lie, particularly if you are a career-changer 

Keep in mind that an objective may take you out of the running for other positions. If you are applying for positions 

in more than one field and you plan to use an objective, develop more than one resume. 

When to Use a Skills Summary or Summary of Experience 

Deciding whether or not to include a skills/experience summary is largely a matter of style. 

• If you have a significant level of experience, it is a helpful way for the hiring manager to quickly understand 

your qualifications. This can be particularly useful in contacting executive search firms 

• If you are changing careers and are afraid that a hiring manager quickly scanning your resume will dismiss you 

as unqualified, a skills summary is one way to call attention to your transferable skills 

If you decide to include a summary, make sure that it says something of substance about you. It should include 

information from your background that is most applicable to the position you seek. Below you will find examples of 

effective skills summary sections: 

Example 1: 

Finance & Strategy Professional 

Specialization in financial and risk management with an international emphasis. Direct experience including P&L 

responsibility, market strategy, prospective investment evaluation, project management and international business 

development. Excellent organization, communication & analytical skills. Wharton MBA, Smith BA. 

Example 2: 

Senior Marketing Executive experienced with diverse technologies. Innovative strategist with proven ability to 

identify, launch and manage products and services in both emerging and established markets. Demonstrated 

competence in start-ups and Fortune 500 organizations. 

• Profitable P&L experience 

• Managed groups of up to 17 people 

• Received three promotions in four years 

• Led two new product launches 

Example 3: 

Over 10 years as executive in leading investment and retirement services firm with experience in general 

management, client services, strategic planning and financial analysis. Extensive work with non-profit clients in 



retirement plan administration. Demonstrated ability to grow business, dramatically increase client loyalty, improve 

profitability, define effective competitive strategy, and execute change. Additional experience in mergers and 

acquisitions in consultative role. 

Example 4: 

Senior Consultant with over seven years’ experience in strategic consulting. Strengths include: 

− Talent for leading and managing diverse cross-functional teams that produce results 

− Strong interpersonal skills for developing trusting relationships 

− Ability to determine problem areas quickly and develop effective solutions 

Education Section 

The placement of your education section within your resume depends on what part of your prior experiences you 

would like to highlight most. As a general rule, when you are no longer a student, it is appropriate to first highlight 

your work experience and then follow with your education. This is also in keeping with the typical reverse 

chronological order of most resumes. For current Wharton MBA students, the education section is required to be at 

the top of the resume. 

For the most part, the distance rule is a good guideline for how much information you include in the education 

section. If you are a current student or a recent graduate, it is appropriate to (and you should) include extracurricular 

activities (specifically those that demonstrate leadership or show passion towards a specific industry/function), 

academic honors and group memberships in this section. These can act as signals to employers regarding your areas 

of interest and your leadership/teamwork skills. The more experience you have, the less likely a hiring manager is to 

be interested in what you did or what you were interested in during school; far more time will be spent reviewing the 

employment section of your resume. For the experienced job seeker, indicating the institution, degree, area of study 

and graduation date will usually suffice. That said, if you had notable academic honors, it is probably worth 

including them regardless of the number of years that have passed. 

See below for sample bullets that can be included in the education section. 

EDUCATION 

THE WHARTON SCHOOL, UNIVERSITY OF PENNSYLVANIA 

Philadelphia, PA 

Master of Business Administration, Major in Marketing 

20XX 

• Director’s List, Fall 20XX 

• Elected VP Strategy, Social Impact Club. Coordinated across clubs/faculty to build Wharton’s social impact 

brand, curriculum, and entity 

• Member of Consulting and Europa clubs 

• Awarded Omnicom Communication Fellowship. Serving as teaching assistant for 200X-20XX MBA 

communications classes 

• Received Joseph H. Wharton Fellowship for leadership, professional achievement, and academic excellence 

KENYON COLLEGE 

Gambier, OH 

Bachelor of Arts, Dual Major in History and French Studies 

20XX 

• Magna Cum Laude 

• Named President’s Scholar – awarded $5,000 exploration grant given to top 3% of incoming freshmen 

Tips: 

1) If your undergraduate institution grants grade point averages, the general rule of thumb is that GPAs of 3.5 

and above should be included. You may also want to include any organizations you belong(ed) to that may 

have networking potential 

2) If you began your undergraduate academic career at an institution other than the one from which you 

graduated, you may create a separate section for that institution or simply mention it under the school from 

which you graduated 



3) If you have a graduate degree other than Wharton, it should be included in the educational section in 

chronological order, as demonstrated below 

EDUCATION 

THE WHARTON SCHOOL, UNIVERSITY OF PENNSYLVANIA 

MBA Candidate; Major in - - - - -? 

• Member of Wharton’s ???? Club, … 

• More details 

UNIVERSITY OF ?? 

JD? MD? PhD? MA - - - - -; Major in - - - - -? 

• Active in… 

• More details…more details…more details….more details…more details…more 

details….. 

UNIVERSITY OF ?? 

BA in - - - - -?, Major in - - - - -? 

• Active in… 

• More details…more details…more details….more details…more details…more details….. 

Philadelphia, PA 

200X 

place, place 

XXXX 

place, place 

XXXX 

4) Once you are at the graduate degree level, it is no longer appropriate to include your high school on our 

resume. If you attended a high school that you feel has networking power, list it under additional 

information 

Experience Section 

The experience section is the heart of your resume – the most important section. Regardless of placement, style or 

format, it is the section of the resume where employers will spend the most time. The experience section may 

include full-time experience for which you have been paid but also applicable volunteer experience, military 

experience and internships. 

The more experience you have, the less important it is to cover every period of your life on your resume. Avoid 

filling your resume with unimportant information just to account for time. While it is appropriate to list your 

employers, titles and dates on your resume in chronological order, it is not always necessary to include 

accomplishments for each previous job. See the “Development of an Effective Resume” section of this Chapter for 

guidance on crafting experience bullets and for specific examples of effective bullets. 

When determining whether or not to eliminate a specific experience/internship from your resume, think about the 

following: 

• What value does the experience/internship add to my resume? 

• Is the experience/internship relevant to the work I want to do now? 

• Does the experience/internship work represent skills that are not already on my resume? 

While there is not a specific rule, understanding the company, industry or function you are interested in can help 

guide you on what to include (also see the “Make an Impact on the Hiring Manager” section). 

Additional Information Section 

Most resumes will include a section which details interests, specialized skills (e.g. language proficiency), volunteer 

activities, or other personal information (e.g. awards, professional affiliations or certifications, publications, patents, 

work authorization (if relevant), computer skills (only necessary if you are applying for a technically-oriented job), 

etc. ). 


Below are some specific examples of effective additional information bullets: 


• Languages: Fluent in French, conversational in Spanish 

• Licenses & Professional Memberships: Acquired Series 7, 63, 55, and 24 licenses. Member of New York 

Society of Security Analysts and Security Traders Association of New York 

• Interests: Travel – hiked to Machu Picchu in Peru; Hip-hop and tap dancing – studied at Broadway Dance 

Center in NYC for 3 years and took several lessons from Savion Glover; Sailing – competing in upcoming 

MBA cup in Italy 

• Completed the Boston Marathon with personal best time of XX:XX:XX 

• Refurbished a 1880 Victorian home 

• Organized benefit concert and raised $X,000 for developmentally challenged children (Nov-Jan 200X). 

Concertmaster of XXXX Symphony Orchestra (200X). Winner of XXXXX Festival for Solo Violin (19XX) 

As you can see from the above examples, the additional information section can be an effective way to send a 

message about you, whether it is commitment to excellence, teamwork, well-roundedness, intellectual curiosity or 

sophistication. Many hiring managers appreciate this type of information because it gives them easy “small talk” 

items to help start the conversation. In addition there is a chance that you and the hiring manager share a common 

interest or experience, which can help start things off on a comfortable note. 

Recognize, however, that a hiring manager could interpret your passion for something in three different ways – a) “I 

don’t care” b) “That’s cool, I like that too!” or c) “I wonder if this passion is going to distract the candidate from 

working hard for me?” Think carefully about how you utilize this section, and remember that an Additional 

Information section is not obligatory; the space may be more effectively used to further describe your work 

experience. 

NOTE: In the United States it is not appropriate to include your age, sex, marital status or religion on your resume. 

This standard, however, varies greatly from culture to culture. If you are seeking a job outside of the United States, a 

vital part of your market research is find out what the custom is for resumes and to make sure that you comply. To 

do otherwise will only point out your lack of knowledge about the culture. 

THE STRUCTURE OF A RESUME 

Resume Formats 

There are three basic types of resumes (see the following pages for examples of all three formats): 

1) Reverse Chronological. Describe your experiences using reverse chronological order of your employment 

positions. Reverse chronological resumes are the most common because hiring managers are most familiar with 

this format. 

2) Functional. Divide your experiences into function/skill/project sets. Functional resumes are useful for people 

whose experience is mostly freelance consulting or project-based work because organizing a resume 

chronologically by title and firm name can be unwieldy for this type of experience. 

3) Hybrid. Describe your experiences in reverse chronological order – but using competency or functional headers 

within a specific job title or at a specific company. This option allows you to highlight certain skills, expertise 

or areas of experience within a particular job. This is useful for career changers who desire to quickly point out 

to the recruiter their existing transferable skills. It can also be a helpful way to divide up a resume if you have 

been working at one firm for several years. 


Example 1: Reverse Chronological Approach 

IRRIGATION, INC., 

International Sales Manager xxxx-xxxx 

International Product Manager xxxx-xxxx 


EXPERIENCE 

Santa Monica, CA 

2000-2005 

• Analyzed international markets, set product pricing, and developed yearly sales forecast models. Presented 

findings to senior management. 

• Increased international sales by 29% by designing and implementing new systems and infrastructure to 

revitalize flagging international sales and strengthen international distribution network. 

• Directed six member international sales department generating sales of $8 million. 

• Created customer partnership programs to reinvigorate customer relationships including over 20 overseas visits 

to deepen and personalize relationships. 

• Led fast track product development project. Efficiency, dedication to aggressive deadlines, and team 

commitment resulted in a standard 18 month project being completed in 7 months. 

• Modeled product line reduction scenarios and implemented optimal solution. Reduced product range by 30% 

in six months. 

CARPENTER TECHNOLOGY CORPORATION 

Santa Monica, CA 

Quality Assurance Engineer 

1998-2000 

• Managed nuclear reactor core-channel production projects each valued in excess of $3 million. 

• Conducted core-channel corrosion testing. Analyzed material corrosion data and gave extensive presentations 

and reports to senior management. Analysis used as basis for new product specifications. 

Example 2: Functional Approach (not recommended for current Wharton MBA students) 

EXPERIENCE 

New Product Development 

• Developed product requirements with clients for a software toolkit that improved design quality by 20%. 

Initiated and led software implementation effort. 

• Identified an innovative database solution to manage design data, presented it to management and deployed it 

across three client groups, resulting in 30% increase in efficiency and data reliability. 

Project Management and Planning 

• Analyzed and recommended the outsourcing of $40 million software development to senior management, 

resulting in a 20% increase in productivity of design. Coordinated outsourcing with suppliers. 

• Led five-member cross-functional team in establishing new technique to detect flaws in microprocessors, 

resulting in estimated savings of $20 million in avoided product recalls. 

Marketing 

• Developed and delivered presentations to senior management of over 60 companies. Increased consulting 

projects by 50% in a six month period. 

• Bench-marked Intel’s new processor against competition and recommended product features to designers. 

Employment 

• ABC Consulting Firm, Senior Consultant, San Francisco, CA, xxxx-xxxx 

• XYZ Computer Corporation, Asst. Product Manager, La Jolla, CA xxxx-xxxx 


Example 3: Hybrid Approach 


EXPERIENCE 

ARTHUR ANDERSEN & CO. LLP 

Chicago, IL 

Consultant, Business Economic and Financial Consulting Division 

2000-2005 

Valuation/Modeling 

• Created valuation model to determine fair market value for an insurance company’s $3 billion real estate loan 

portfolio. 

• Calculated lost profits litigation damage claim for an appliance company resulting in a $100 million gain. 

Financial Analysis 

• Prepared witness outline and demonstrative exhibits relating to property valuation for a chemical company’s 

lawsuit with two commercial banks. 

• Produced an expert report to refute $20 million of $30 million in taxes owed by an international grain company. 

Due Diligence 

• Performed detail testing of an insurance company’s valuation process including reviewing standard 

assumptions, verifying the integrity of the data, and testing the overall accuracy of third party’s valuation model 

• Conducted accounting fraud investigation of subcontractor’s computer systems on behalf of concerns by real 

estate relocation cooperative. 

Length 

For current students, resumes should be kept to one page. For alumni, if you have 10 or more years of experience 

then two pages is acceptable. If you use two pages, however, be sure to put your name and telephone/email address 

in the header of page 2 and put “Page 2 of 2” in the footer. 

DEVELOPMENT OF AN EFFECTIVE RESUME 

Crafting a resume which captures the hiring manager’s attention requires identifying key experiences and 

accomplishments as well as understanding the hiring manager’s needs. 

• Make an Impact: Your resume is not about you – it is about what the hiring manager thinks about your 

experiences. This shift in mindset means you must focus on what the reader will think about your resume. The 

imperative for the hiring manager is to fill an open position. He/she needs someone with a specific set of skills. 

Identify the skills that are required for your desired industry and position (see Chapter 3) and articulate them 

within your resume. 

• Visually Appealing: The format and visual appearance of your resume make a difference. Often times hiring 

managers are simply looking for a reason to exclude resumes from their stacks of potential resumes. Make your 

resume easy to read; use the correct format, strategic white space and effectively placed words and bullets. 

Make an Impact on the Hiring Manager/Create Effective Bullets 

Brainstorm your past experiences and identify specific examples where your actions exemplified the skills you need 

to highlight. Think of specific action verbs that demonstrate your accomplishments as well as the skills you utilized. 

When describing your accomplishments, use the PAR framework (or a similar framework such as the Situation, 

Task, Action and Result (STAR) Model). 

P = Problem: Write down the problem or project 

A = Action: Describe the action you took to solve the problem or complete the project 

R = Result: Quantify the result of your action 

This framework will help you write accomplishment-focused and results-oriented bullets as well as prepare you for 

responding to interview questions (see Chapter 7). 



Tips: 

1) If you are having a difficult time identifying your accomplishments, look through the sample action verbs 

(See Appendix of this Chapter for sample action verbs). This may help you remember significant actions 

you took in the past 

2) When thinking about your past experiences, focus on the actions you took, not the positions you held. This 

will help you move away from listing a job description and move toward creating accomplishment 

statements. Accomplishment statements articulate your unique contribution to your department or 

organization rather than the intended contribution of your position 

3) Review past performance reviews and speak with former colleagues for ideas on your major 

accomplishments and skill set 

Accomplishment-focused and results-oriented bullets create a match between your skills and the company’s needs, 

articulate the impact/contribution you made to former employers and communicate content clearly. 

1) Create a match between you and the company industry 

Craft your past experience in such a way that it is valuable to the hiring manager. Research and understand the skills 

and accomplishments required to be successful in the company, industry and/or function you are targeting (see 

Chapter 3 on market research). In many cases, even as a career switcher, you have demonstrated the required skills 

for a future position in your current/prior work experience. These skills are called “transferrable skills.” 

Tips: 

1) Think about the decisions you made in the past which had a positive impact on the organization. Did any of 

those decisions exhibit use of the skills required for the new company, industry or function of interest? 

2) Think about problems that you encountered in different jobs and how you solved them. Did the skills you 

used to solve the problems exhibit use of the skills required for the company, industry or function of 

interest? 

When selecting accomplishments to include on your resume, only highlight prior experiences that showcase the 

skills that are valued by the new company, industry and/or function you are targeting. Major accomplishments in 

your past may be excluded from your resume as a result. Eliminating these accomplishments can be emotionally 

difficult, but remember that your resume is not about what is valuable to you (or to your coworkers, friends or 

family members), but rather what is valuable to the hiring manager. 

2) Write results-oriented bullets 

Demonstrating that you made a positive impact on a former employer’s organization or that your work achieved 

positive results is crucial. Resumes that are filled with job descriptions (a listing of what your tasks were in the past) 

are not compelling to a hiring manager. Bullets that do not demonstrate results are meaningless because they lack 

context. To give your resume meaningful context, you must identify the key actions you took in particular 

circumstances that led to unique accomplishments. Communicate the result or impact of your actions. Quantifying 

the result(s) of an action you took is one of the best ways to explain your success because it can be easily understood 

by a hiring manager. 

Creating results-oriented bullets that share specific details is often the most difficult part of the resume writing 

process. However, this is what distinguishes average resumes from great resumes and grabs the attention of the 

hiring manager. 

Tips: 

1) When writing/reviewing a bullet, ask yourself, “Could somebody else who had the same job/title as I did 

write the same bullet?” If so your bullet is a job description and you need to re-work it 

2) If you are having a difficult time identifying the impact or result of your actions, try to compare yourself to 

others. Did you do something better than someone else, or faster than it was done before? Think about the 

reason you did the task and how the result was utilized. What was the impact of your work? Saying that 

you increased sales, reduced cost or decreased the amount of time a procedure took by 10%, 20%, etc over 

a certain period of time immediately makes the result clear to the reader 



3) If something happened several years ago, and you know there was a quantifiable result but you cannot 

remember it, describe it in a general way such as, “reduced processing time by more than half” or try to 

reconnect with former colleagues and ask them about the specific end-result of your efforts 

4) Using context is a good way to communicate that something you did was significant or to communicate the 

relative impact of your actions – particularly when the reader might not be familiar with the circumstances. 

Saying that you “managed the ABC product line, representing $$ of the firm’s sales” makes more of an 

impact than saying “managed the ABC product line”. If you only say that you reduced processing time by 

20%, how does the reader know that this is a significant accomplishment unless you provide context that all 

other years the processing time was reduced by only 10% percent? 

Below are several examples of effective, accomplishment-focused and results-oriented bullets: 

Example 1: Quantitative Impact Sample Bullets 

• Analyzed efficiency of automated phone unit; recommendations were adopted by vendor and reduced dropped 

calls by 15% 

• Structured marketing strategy for credit card offers by analyzing customer data and performing competitive 

research. Recommended mail packages and mailing frequency that minimized cost per responder, increasing 

marketing efficiency by 25% 

• Developed valuation model for real-time over limit authorizations, which reduced losses by $21MM annually. 

• Led five-member cross-functional team to create product and marketing strategy for new customer segment. 

Analyzed customer data/market research, built statistical model to forecast profitability. Increased profits by 

96%, accounts booked by 167% 

• Guided multi-regional teams to design and staff new innovation department for $10B global CPG company. 

Defined roles and responsibilities, recommended reporting structure, and facilitated buy-in from different 

regions. This resulted in one-time 20% cost savings and 5% annual savings from efficiency gains 

Example 2: Context Sample Bullets 

• Achieved 6-month project goal of increasing production from 1.6M units to 2.4M units with existing resources 

through operational redesign and method improvement 

• Represented Harris Group, a sales and marketing services provider, in $75 M sale of three subsidiaries. 

Prepared company marketing materials and managed transaction process involving over 120 potential buyers 

• Earned three promotions in two years by leading six-person staff in growing depth and quality of student 

services to match those of university 25 times larger 

Example 3: Qualitative Impact Sample Bullets 

• Presented multiple organizational seminars attended by 40+ executives from major Japanese companies to 

improve problem-solving skills and to promote project reengineering effort 

• Selected by Managing Director to help start equity private placement group after eight months with the firm. 

Created group’s valuation templates, marketing materials and infrastructure 

• Identified incremental revenue opportunities for Product A in new and existing markets. Developed and 

presented short and long term brand strategies in those markets. Initiated execution of advised strategy 

• Transformed department into fully digital, information-rich environment by implementing smart card program 

and training staff on software. Efficiencies created by system led to decrease in accounting labor hours and 

increase in guest revenue 

Do not misrepresent your experiences, accomplishments or results. It is dishonest and can damage your reputation as 

well as result in the loss of a job. To create a results-oriented resume and compete with others, it can be tempting to 

cross the line of accuracy. However, the risks of being caught exaggerating your experiences far outweigh the 

benefits of an impressive-sounding bullet, and may negatively impact your chances of being offered a job at 

multiple employers (because information regarding candidates’ lack of honesty is frequently shared across firms). 

Your reputation for integrity is something you will need throughout your professional life and is not easily 

repairable once damaged. Please also be advised that in the relatively small world of MBA graduates a negative 



reputation can migrate from one firm to another as recruiters, business line professionals, and others (fellow 

students, professors, etc.) take on new responsibilities and exert influence in their respective organizations. 

Employers often conduct background checks on students they have hired and the company reserves the right to 

rescind your job offer due to inaccuracies on your resume. 

3) Communicate the content clearly 

Write your bullets so that the hiring manager can understand you. Streamline your bullets and make them easy to 

read. Think critically about the action verbs you use at the beginning of each bullet. These action verbs should 

quickly provide the hiring manager with an understanding of your core skill set. 

Tips: 

1) Make sure that each bullet actually says what you think it says. Ask someone to read your bullets quickly 

and ask them what main skills are communicated in the bullet. If the answer is not what you are looking 

for, the bullet might need to be rewritten 

2) Avoid words like “successfully” or “very” which are ineffective because they are ambiguous. Successful by 

whose standards? What does “very” refer to, or again, by whose standards? 

3) Avoid the phrases like “responsible for,” which do not show the hiring manager what you did, only what 

you were obligated to do 

4) Avoid repeating the same action verb at the beginning of each bullet. It is understandable that you may 

repeat action verbs within your resume. However, you want to present a variety of experiences that relate to 

the skills/attributes the hiring manager is seeking. If you must repeat an action verb, try not to use it in 

consecutive bullets 

5) Avoid excessive or complicated lingo, abbreviations and jargon. Consider replacing a technical or industry 

specific term with a layman’s term and then placing the technical information in parentheses immediately 

following the term. This way the hiring manager can read the technical information but will not be 

distracted by it when learning about your skills 

6) Place the most relevant part of what you are trying to communicate at the front of the bullet. The first three 

or four words of a bullet are critical because that is usually what the hiring manager glances at when he/she 

skims through resumes. For example, it may be more powerful to say, “Increased revenue 25% by 

analyzing pricing and evaluating target customer” versus “Analyzed pricing and evaluated target customer 

which led to a 25% increase in revenue” 

7) Order your bullets within each section of your resume by what is most relevant to the hiring manager rather 

than by what you spent the most time on or what your prior employer found to be the most helpful 

8) Limit your bullets to four lines. Four lines should be the maximum, but even that is often too long. A good 

rule of thumb is having not more than 1 to 2 skills per bullet and 3 to 4 lines per bullet. You need to 

effectively communicate the key information you want the reader to grasp and you can fill in the details 

during the interview 

9) Use sentence fragments, not complete sentences. This is a marketing document designed to deliver key 

information to the reader in a very short amount of time in order to get that reader to ask you to interview. 

Sentence fragments in a resume do not need the extraneous/filler words (e.g. “a”, “the”) found in complete 

sentences. Fragments are intended to deliver key information much quicker and more effectively 

10) Avoid the use of “I” (and other personal pronouns) in your resume. “I” is a superfluous word that can takes 

up space on a resume and distracts the reader from the important information. It is standard practice with 

resumes to avoid use of pronouns as the resume, by definition, is about you. Consequently, it is clear you 

are the one who has done all of the things you describe 

Make your Resume Visually Appealing 

It has been well documented that most hiring managers spend less than 20 seconds reviewing a resume. 

Additionally, 60% of employers form an opinion on resume appearance alone. To attract (and retain) the attention of 

hiring managers, make your document visually appealing. 

Tips: 

1) Strategically allow ample white space. White space is critical to a professional resume. It lets the reader 

“breathe” while looking at your bullets, makes the entire resume easier to read and guides the reader’s eye 



to the important content on your resume. It is often difficult to notice the important things in an 

overcrowded resume 

2) Focus on proper alignment by ensuring all of your bullets and headings are aligned correctly. While this 

may seem obvious, many people fail to complete this step. Misaligned bullets speak poorly of your 

attention to detail 

3) Maintain consistent format and style throughout your resume (including your headings, bullet formats and 

section titles, font choice, font sizing, etc). Do not indent key aspects of one section and not indent the next. 

If you use semicolons at the end of your bullets then use semicolons in every location – do not use periods 

in some places and semicolons in others. If you use bold headings, bold them the same way in every 

section. Be careful with capitalizing or bolding words within bullets 

4) Limit font style to one font, and be judicious about font sizes. It is a good idea to use formatting to direct 

the reader’s eyes to the relevant content. However, use formatting cautiously and make sure it creates a 

resume that is easier to read versus a resume that is difficult to read. Limit (or eliminate) the use of italics 

unless grammatically required 

5) Check and re-check your resume for typos and grammatical mistakes 

RESUME REVISION PROCESS 

After writing your resume bullets, which highlight your experiences, skills and results, take time to carefully re-read 

each bullet and ask yourself the following questions: 

• “So what?” Explore in your mind what was special, unique, challenging, and meaningful about that particular 

project or experience. If your bullet does not clearly answer the “so what’ question, then you need to re-write it 

• “Is the bullet easy to read?” Make sure you have clearly expressed what you want the hiring manager to know 

about you or your skills 

• “If a person reads the bullet quickly, will he/she understand that you exhibit the skills you are trying to 

communicate?” Make sure the bullets can impress the hiring manager in a very short period of time 

• “Is the skill communicated in this bullet a skill that your target employer is looking for?” Make sure you can 

articulate the skill highlighted in each of your bullets 

After you make revisions, utilize colleagues and friends to help you review/edit your resume. People who know your 

work (skills and accomplishments) can help you craft the bullets. People who know very little about your 

background (and ideally have experience in the industry you want to go into) can provide feedback on how a hiring 

manager would view your document. For these people, ask them to skim your resume and/or read each bullet 

quickly and see what conclusions they draw. Then ask them: 

• Is the resume boring or vague? 

• Is the resume easy to read? Clear format and layout? 

• What skills are evident in each bullet? Does the resume have a clear focus? 

• Have you communicated the skills that are valuable in that particular industry? Does the resume have irrelevant 

information? 

• Is it clear that I have the skills/passion to go into my desired industry? 

• Are you, the reader, confident that I have exemplified these skills based on the impact I made? 

If the answers to these questions are not sufficient, then revise your bullets accordingly. Then repeat the above 

process until the answers you receive indicate your resume meets the needs of your target hiring managers. 

CONCLUSION 

After reading this chapter (as well as Chapter 2 on self-assessment and Chapter 3 on market research) you should be 

ready to start drafting your resume. Once you have created your resume, you are ready to leverage the information 

you gathered (the needs of your target employers and your skills and accomplishments) to start writing cover letters 

(see Chapter 6) and preparing for interviews (see Chapter 7). 



Remember your resume is never “complete” – it is an evolving marketing document that changes as you develop 

new skills, accomplish new things and refine your areas of interest/passion. Keep it up-to-date – you never know 

when you will want/need to share it someone. 

APPENDIX 


• Asher's Bible of Executive Resumes and How to Write Them (Donald Asher) 

• Effective Resume Writing: A Guide to Successful Employment (James E. Neal) 

• Encyclopedia of Job-winning Resumes (Myra Fournier and Jeffrey Spin) 

• Resumes That Get Jobs (Jean Reed and Ray Potter) 

• The Ultimate CV: Win Senior Managerial Positions With an Outstanding Resume (Rachel Bishop-Firth) 

• Write a Great CV (Paul McGee) 


• Career Resumes (www.career-resumes.com) 


• Resume Edge (www.resumeedge.com) 



• Wet Feet Insider Resources 

• Wharton Resume Books (Resume Book Archive) – search fellow student resumes by keyword and other criteria 

• Wharton Resume Guidelines 

• Wharton Resume Template(s) – quick start for developing your resume 

Sample Action Verbs 

Clerical or Detail Work: 

Approved Generated Purchased 

Arranged Implemented Recorded 

Catalogued Inspected Retrieved 

Classified Monitored Screened 

Collected Operated Specified 

Compiled Organized Systematized 

Dispatched Prepared Tabulated 

Executed Processed Validated 

Communication Skills: 

Addressed Enlisted Persuaded 

Arbitrated Formulated Presented 

Arranged Influenced Promoted 

Authored Interpreted Publicized 

Corresponded Lectured Recruited 

Directed Moderated Translated 

Drafted Motivated Wrote 

Edited Negotiated 

Creative Skills: 

Acted Fashioned Originated 

Concentrated Founded Performed 

Created Illustrated Planned 

Designed Instituted Revitalized 

Developed Integrated Shaped 


Directed Introduced 

Established Invented 


Financial Skills: 

Administered Balanced Managed 

Allocated Calculated Marketed 

Analyzed Computed Planned 

Appraised Developed Projected 

Audited Forecast Researched 

Helping Skills: 

Assessed Demonstrated Familiarized 

Assisted Diagnosed Guided 

Clarified Educated Referred 

Coached Expedited Rehabilitated 

Counseled Facilitated Represented 

Management Skills: 

Administered Developed Planned 

Analyzed Directed Prioritized 

Assigned Enhanced Produced 

Attained Evaluated Recommended 

Chaired Executed Reviewed 

Contracted Improved Scheduled 

Consolidated Increased Strengthened 

Coordinated Organized Supervised 

Delegated Oversaw 

Research Skills: 

Clarified Examined Organized 

Collected Extracted Reviewed 

Critiqued Inspected Summarized 

Determined Interpreted Surveyed 

Diagnosed Interviewed Systematized 

Evaluated Investigated 

Teaching Skills: 

Adapted Enabled Initiated 

Advised Encouraged Instructed 

Clarified Evaluated Persuaded 

Coached Explained Stimulated 

Communicated Facilitated 

Coordinated Guided 

Developed Informed 

Technical Skills: 

Assembled Engineered Remodeled 

Built Fabricated Repaired 

Calculated Maintained Solved 

Computed Operated Trained 

Designed Overhauled Upgraded 

Devised Programmed 




CHAPTER 6: JOB SEARCH LETTERS 

This chapter discusses job search letters and is organized into the following sections: 

• What are Job Search Letters? 

• Guidelines for Effective Job Search Letter Writing 

• Traditional Cover Letters 

• Thank You Notes 


• Appendix 

WHAT ARE JOB SEARCH LETTERS? 

The term “job search letters” refers to all written communication utilized during your job search process including: 

• Traditional cover letters 

• Thank you notes 

• Introductory emails (see Chapter 4 for specifics on crafting networking emails) 

• General communication (e.g. asking a question or confirming a scheduled meeting) 

Effective written communication is a necessary part of the job search effort. Creating effective content for your job 

search letters requires that you understand yourself (see Chapter 2) and know the market (see Chapter 3). 

Since written communications are often the first contact hiring managers (e.g. recruiters and/or application readers) 

have with you, the quality of your correspondence is critical and affects their impression of you. Unlike verbal 

communication, which is transient, written communication is essentially permanent. Employers will have possession 

of what you wrote and can refer to it repeatedly or forward it to others. As such, it is wise to approach written 

communication seriously – take the time to consider the content and craft it smartly – even for a short email asking a 

simple question. Leverage all types of written communication to your advantage and establish the link between you 

and the company/position. 

GUIDELINES FOR EFFECTIVE JOB SEARCH LETTER WRITING 

The following guidelines apply to all written job search communication: 

• Know your audience (e.g. the hiring manager and company). The more you know about the needs of your 

audience, the easier it is to focus on those needs and to communicate your ability to meet those needs. The more 

evident your familiarity with the firm, job and industry, the more seriously you will be taken as a candidate. 

• Focus on the reader. Think about your audience’s needs, not your own. Consider the responsibilities the job 

requires rather than how the reader can benefit you. As you write, ask yourself, “What would the reader think of 

this paragraph?” or “How would this paragraph compare with that of other candidates?” 

• Be professional. While a company may appear to have an informal culture, avoid the mistake of communicating 

in an overly familiar manner. You are unlikely to be eliminated from consideration for being too professional 

but you may be eliminated from consideration if your initial correspondence is perceived as a sign of disrespect. 

Being professional does not mean being cold and distant, it means not taking the reader’s position for granted. 

• Be personable. You are communicating with other people – not an inanimate computer, an inanimate 

“company,” or “job posting.” People respond well to honesty, authenticity, humility, and good will. In fact, 

recognizing and sharing these intangibles can go a long way. You may be competing with someone who has a 

very similar background but you may get the interview because you were more personable and gracious in your 

emails. 

• Be concise, clear and specific. Show you have a clear understanding of what you want and the points you want 

to make. Conciseness and clarity demonstrate that you know how to communicate well. When employers see 

Chapter 6 | Job Search Letters 1


that you have this skill in written communication, they will likely conclude that you are able to make clear 

points in verbal communication. 

• Eliminate errors. Avoid grammatical, spelling and formatting mistakes. Your written communications represent 

your professionalism. If your document contains errors, employers are justified in thinking, “If you didn’t take 

time to even proofread and correct your cover letter before sending it, how will you be able to produce flawless 

work for me?” 

TRADITIONAL COVER LETTERS 

What is a Cover Letter? 

Cover letters originally (before the email age) got their name because they were mailed with resumes and placed on 

top of the resume as a “cover” for the entire application. Today cover letters are typically emailed with the resume as 

part of a job application. Also, sometimes a cover letter is uploaded with the resume to online application systems. 

In each scenario, the purpose of the cover letter is to compliment your resume and get you the interview. 

Email Etiquette 

When applying to a position by email, consider inserting the cover letter into the body of the email and also 

attaching it with your resume to the email message. This can be helpful when you think the recipient is likely to 

forward your message onto other people within the organization. If you opt to attach the cover letter to your email, it 

is best to format it using formal business standards. If you insert the content of the cover letter into the body of the 

email, then an address header is not necessary. Lastly, use thoughtful and specific “subject lines” in your emails. 

While subject lines are a small part of the process, they can make a difference – use a subject line such as 

“Application for product manager position – First Name Last Name.” 

Why is a Cover Letter Important? What is the Hiring Manager Seeking? 

Your cover letter creates a link between you and the position for which you are applying by illustrating the 

compelling match between your background/interests and the company’s needs. 

A cover letter should accomplish the following: 

• Differentiate your application from the rest of the candidates 

• Create a bridge between your resume and the position. Your resume communicates your past (highlighting your 

experiences, skills and impact) and the cover letter communicates the link between your past and your potential 

future at the company 

• Explain how your previous experiences, your interest in the position/industry and your skills will be an asset to 

the company 

• Highlight for the hiring manager why you are a fit for the company and a strong candidate for the position 

• Show passion and interest in the position. Demonstrate you have researched the company (an indication that 

you are truly interested) 

• Share information that is not included on your resume. This can be an effective place to address gaps in 

employment or other potential concerns about your resume. Since your resume is a streamlined marketing 

document (see Chapter 5), the cover letter gives you the opportunity to expand on your experiences and 

accomplishments as they relate to the position 

• Demonstrate your writing and communication skills as well as your attention to detail 

• Add a personal touch. You can use the cover letter to give the hiring manager a glimpse into who you are and 

why he/she would want to meet you 

Too often students and job candidates mistakenly believe that hiring managers do not read cover letters and that 

consequently, writing them is a waste of time. This is a myth. Most employers assign a great deal of value to cover 

letters which offer initial insight into you and why you are applying for the position; therefore, avoid the temptation 

to write generic cover letters. A generic cover letter is obvious because it does not speak directly about your interest 

in a specific company and/or position. When a hiring manager reads this type of cover letter he/she assumes you 

spent very little time on it and concludes that you are not very interested. 



Over the years, employers have shared the following reasons with MBA Career Management as to why they read 

cover letters: 

• “First, I like to see if the person can write. I also take note of any misspellings, grammatical errors, etc. I think it 

is horrible if the person has not paid attention to detail and has referred to the wrong industry or a different 

company in the letter” 

• “We read every cover letter and can tell instantly if the applicant has cut and pasted” 

• “It is the only way we get the chance to get to know the candidates aside from seeing specific work experiences 

– they can tell us their story” 

• “I read every cover letter to help me find those few candidates who articulate why they want THIS job. Very 

few candidates do this well so it helps me get the pile of applications down to a manageable size” 

Ultimately, like most aspects of the job search process, you can anticipate what the hiring manager will do but you 

cannot predict it. To that end, while a well written cover letter cannot guarantee an interview, it can bring you one 

step closer. A poorly written cover letter, however, can end your candidacy. 

Cover Letter Writing Preparation 

Here is a step-by-step process for preparing to write cover letters. This process should make your writing effective 

and efficient. 

STEP 1: Read the job description carefully and take notes on the items you want to reference in the cover letter. 

Knowing about the nature of the job is critical to linking you and your past experiences to it 

STEP 2: Research the company (and position if defined) to determine their needs and how your skills and 

background match up (see Chapter 3). Knowing the industry and company well is key to writing effective job search 

letters 

STEP 3: Leverage your self-assessment efforts. Determining which details about yourself (e.g. salient skills, strong 

interests) to include in your cover letter can help explain why you are a great fit for the position and distinguish you 

from other applicants. In addition, employers value people who are self-aware because they know what they want 

STEP 4: Make an outline of the specific points you want to cover in the letter. (This will also serve as great 

preparation during the interview) 

In order to clearly communicate the message you want to send to the hiring manager, plan to write several drafts of 

your cover letter. 

The Structure of the Cover Letter 

Cover letters should follow a simple structure which includes three paragraphs (although four paragraphs are 

acceptable). Each paragraph has a specific purpose (discussed in detail on the following page). It is wise to keep 

your cover letter to one page. Use caution if you exceed one page, and make sure that you have enough substantial 

content to warrant it. 

A cover letter is addressed to a specific person. Typically this person’s contact information is included in the job 

description. If there is no specific contact listed on the job description, contact the company to identify an 

appropriate person to whom to address your letter. Using the greeting “Dear Sir” or “Dear Madam” or “Dear 

Company Representative” will increase the chance that the cover letter will not be read. 

The First Paragraph – Introduction/Summary 

The first paragraph serves as a short introduction about you – identify who you are and why you are writing. Be sure 

to share all critical details of your application in this paragraph. If the hiring manager only reads one paragraph, it 

will be the first one. 

When writing this paragraph, be specific and include the following information: 



• Who you are 

• Why you are writing: 

− Specify the job title of the position for which you are applying (if you are applying to a particular position). 

With large organizations that have many open positions across divisions and functions, it is essential to 

indicate to the hiring manager the position for which you want to be considered 

− Share why you are contacting the firm. Where did you see the job applications? Was your interest piqued 

by a recent article you read? Were you referred by someone? 

• Why the hiring manager should continue reading: 

− Why are you interested in this specific industry, position and company? 

− Why should they be interested in you? 

Tips: 

1) Do not tell the reader what he or she already knows 

− For example, instead of saying, “The consulting industry is one of the fastest growing service 

industries in the country and good consultants require strong analytical and problem solving skills. I 

have demonstrated these skills through …,” use your knowledge to convince the hiring manager of 

your fit with the firm: “I have been successful in high growth and fast-paced environments. This is one 

of the reasons that I am interested in your firm. During the take-over of my most recent employer, I 

was selected to solve several strategic problems involving…” 

2) Be aware of your tone. An attempt to demonstrate knowledge about a specific area can sound preachy. 

Focus on what you know about the company in relation to how you fit 

Below are a few examples of compelling introductory paragraphs: 

Example 1: 

“I am a first-year MBA student at the Wharton School with a concentration in Marketing. I am writing to request an 

interview for the Brand Management Summer Intern position at XXX. After attending your on-campus information 

session and reception and speaking with several team members, including Lauren Doe, Emily Jones and Clark 

Smith, I am very excited about the opportunity at XXX. I was especially impressed by XXX’s focus on innovation 

and global reach, as well as the enthusiasm of the team. Speaking with several team members at the Wharton 

Marketing Conference and the “Day on the Job” I was excited to learn about the new product launch process and 

finding new ways to reach consumers via integrated marketing campaigns. I am impressed by XXX’s detailed 

knowledge of the consumer and general management focus.” 

Example 2: 

“After speaking with John Smith and the rest of the XXX team during your campus information session and at the 

Wharton Marketing Conference breakfast chats, I was excited to learn that we share a life-long passion for 

cosmetics. Communicating that passion to the consumer has been at the heart of my entire career. As a second year 

MBA student at Wharton, I would be grateful for the opportunity to apply my previous sales and marketing 

experience to XXX’s MBA Associate program. I believe I have a great deal to offer you.” 

Example 3: 

“I am writing to be considered for your X position. Through discussions with current employees, including Victor 

Jones from your XYZ group, I believe that I have the XYZ skills that your group at XXX is seeking. I have long 

been interested in the various financial innovations employing fixed income securities because XXXX. This passion, 

combined with my banking experience and my strong analytical and quantitative abilities, makes me a strong fit for 

your fixed income group.” 

The Middle Paragraphs – The Evidence 

The middle section offers evidence of what you can bring to the company. Composed of one or two paragraphs, this 

is the section where you sell yourself and link your past with your potential future at the company. The content of 

this paragraph should: 



• Focus on what you can you offer and contribute to the company. Avoid too much discussion about why the 

company is good for you and instead focus on why you would be good for the company 

• Be specific and result-oriented 

• Emphasize your strengths. Do not discuss your weaknesses, or qualifications mentioned in the job description 

that you do not possess. Job descriptions are written for ideal candidates who rarely exist 

− Avoid focusing on the negative. Do not say, “Although I do not have any consumer product marketing 

experience, I have many of the other qualifications you seek. Through completion of a two year field sales 

training program I gained firsthand knowledge of …” Instead say, “Through completion of a two year 

field sales training program I gained first-hand knowledge of the intricate links between sales functions and 

brand management. This experience … …” 

− Expand upon experience in your resume which can clearly demonstrate why you are qualified for this 

particular job 

• Address important questions that your resume cannot answer. Anticipate questions that the hiring manager 

might have after reviewing your resume (e.g. “Why did you have an extended period of time during which you 

did not work?” or “Why do you want to work in an industry in which you have no or very little experience?”) 

Tips: 

1) Avoid repeating exactly what is on your resume (this is not a walk through of your resume) as this does not 

help the hiring manager understand the link between your skill set and the company’s needs. Avoid using 

the “As you can see from my resume” approach as it is an overused and unnecessary phrase 

− Bad Example: “As you can see from the enclosed resume, I worked at XYZ bank for three years and I 

am currently a Consulting Manager at Little Rock Consulting Firm. Both of these experiences…” 

− Good Example: “While at XYZ bank, I was chosen to participate in a committee charged with 

reengineering our 75 member department. This was an invaluable experience that involved …” 

2) Avoid the overuse of personal pronouns (“I”, “my”) in the beginning of sentences. Limit the use of “I” by 

restructuring the sentences 

− Bad Example: “I have eight years in business development in which I increased my company’s client 

base by 50%. I have led multiple projects for which I had P & L responsibility and managed up to 

twenty people. I also have expertise in accounting systems which I believe will be useful to your 

department as you undergo the change in systems that Ms. Manager and I discussed over the phone…” 

− Good Example: “While at ABC Corp., I have increased the company’s client base by 50% as Manager 

of Business Development. The multiple projects that I have led included P&L responsibility as well as 

managing up to twenty people. Additionally, several of the projects I worked on at my previous 

employer involved implementing accounting systems, which I understand from John Smith, your 

department is about to implement as well.” 

Below are a few examples of compelling middle paragraphs: 

Example 1: 

My passion for consumer products drove me to attend Wharton and transition to a career in Brand Management. I 

am excited to pursue a career where I can utilize my strong analytical and interpersonal skills in combination with 

my creativity. I am building my marketing knowledge both in and outside of the classroom via active involvement in 

the Marketing Club and leadership roles as Logistics Director of the Marketing Conference and Marketing Director 

for the Wharton Follies. 

I will make a significant contribution to XXXX because of the teamwork, creativity and analytical skills I developed 

while working in Financial Services prior to attending Wharton. At the XXXX Private Bank, I analyzed the 

investment needs of ultra-high net worth clients and developed innovative models to meet these needs. I can directly 

apply this consumer focus to a more diverse array of products. I presented recommendations to clients and worked 

with at-risk clients, persuading several to continue their relationships with XXXX. I also trained internal client 

teams on analytical models; my efforts resulted in 100% usage of my team’s models within the Private Bank. In 

these situations, I combined my analytical and interpersonal skills to win the support of both internal and external 

clients. In addition to my above role, I directed a cross-functional model integration team during the Private Bank’s 

merger with XXXX. By selecting appropriate models, I ensured that the client teams received the necessary 

analytical support to drive the business. My teammates included junior and senior colleagues from model-building, 



client-facing and technology divisions of both XXXX and XXXX. This project required a comprehensive strategic 

vision, keen attention to detail, strong communication skills and the ability to engage and excite teams with 

competing goals and objectives. 

Example 2: 

Spending the summer rotating through the trading floor at ABC Investment Bank allowed me to realize that being in 

a trading environment with excitement, challenges and learning opportunities is my passion. While an analyst for 

Electronic Data Systems, I worked with Credit Suisse First Boston and Deutsche Bank traders and their systems. 

Prior to that, at Main Street Bank I worked for the debt-trading desk, capital markets group and investment banking 

group. Through these positions I gained substantial knowledge of the securities industry and experience in project 

management and business development. The demanding time constraints taught me to work well within a team. 

In addition, prior to starting at Wharton, I spent four months trading fulltime for my personal account. With these 

experiences, I feel that I have substantial exposure to the markets and their trends and will continue to learn how to 

use them to my advantage. 

Example 3: 

Prior to Wharton, I honed my team leadership, strategy development, and analysis skills while working at XXX 

Bank. I managed a project to boost net profits by $70 million per year by identifying dissatisfied customers and 

designing solutions to address their concerns. To succeed my team conducted focus groups to understand the reasons 

for card member complaints, brainstormed on programs to address these issues, created detailed cost-benefit 

analyses of proposed solutions, and ultimately coordinated the various groups necessary to implement our 

recommendations. The project required a comprehensive strategic vision, tremendous attention to detail, strong 

analytical skills, the ability to clearly communicate ideas, and the ability to mobilize groups with different agendas 

towards a common objective. I believe these skills would allow me to contribute to Company ABC by developing, 

analyzing, and implementing the next generation of business strategies. 

Example 4: 

I believe I have a great deal to offer you. 

• Strategic Thinking. At XXX Company, I initiated a repositioning strategy for the brand with the intent to 

expand distribution of the primarily private-label dress line to higher-margin department and specialty stores. 

Through self-directed business-to-business marketing initiatives, including catalogue development, direct mail 

and email campaigns, trade shows, and product placement, I increased sales 47% in one year, and was promoted 

from an Account Executive to Sales & Marketing Manager. 

• Understanding the Consumer. Addressing customer desires through product development has been crucial to 

my success as a marketer. Collaborating closely with the design and production departments at XXXX, I 

ensured the creation of a cohesive brand image that served the needs of our target customer. My psychology 

background was helpful in analyzing buyer’s needs and translating customer responses into merchandise plans 

for future seasons. 

• Creativity. Experiencing the exhilaration of creativity and innovation is a constant part of my life, whether 

designing jewelry or catalogues, learning new dance forms, or painting. At XXXX, I faced the daunting task of 

revitalizing the corporation after the events of September 11th sent sales plummeting. Evaluating the situation 

and thinking outside the box, I overhauled the company’s payment structure, placed all employees on straight 

commission, and invested two weeks in extensive sales training. Within six months, sales figures exceeded 

those of the entire previous year. 

• Entrepreneurial Mindset. As a freshman in college, I launched my own company, the XXXX, by transforming a 

neighborhood pool concession stand area into a café hot-spot. Innovative menu items and décor made this 

ordinary venture extraordinary. An entrepreneurial approach continued to fuel my career, as I purposely sought 

opportunities which enabled me to occupy multi-functional and cross-departmental roles. Working in an 

industry marked by fluid consumer tastes strengthened my ability to manage uncertainty. 


Example 5: 


The pharmaceutical sales and marketing strategy insights I gained from health care consulting will enable me to 

make immediate and lasting contributions to ABC Division’s brand management teams. During my tenure at 

Consulting Firm Y, I assisted executives at Fortune 500 pharmaceutical companies in devising innovative, multichannel 

sales and marketing strategies. By leveraging my creativity and analytical skills, I enabled my clients to 

differentiate themselves from their competition and enhance physician penetration and reach. My strong 

communication skills will also be valuable in crafting physician messaging and internally sharing information with 

my Company X teammates. This skill was recognized by upper management at Consulting Firm Y, as I was selected 

to lead firm-wide training on presentation crafting and storyboarding. Lastly, my initiative in developing a corporate 

knowledge sharing system at Consulting Firm Y reshaping ABC Pharmaceutical’s training and vendor qualification 

system, and serving on the Wharton MBA Curriculum Advisory Board demonstrate my leadership and involvement 

in continued enhancement of the environments where I have worked and studied. 

As illustrated above, this middle section of the cover letter can be in paragraph form or in the form of carefully 

constructed bullets. 

The Last Paragraph – The Conclusion / Next Steps 

The last paragraph of the cover letter reiterates your interest in the firm/position and discusses next steps. Let the 

hiring manager know what action you are expecting and what action the hiring manager should expect from you. If 

you are seeking employment in a city where you do not live and you are planning a trip there, this is the place to 

mention those details. Finally, make sure to thank the hiring manager for considering you and let him/her know you 

look forward to future communication. 

Tip: 

1) Be sure to always include your name, telephone and email address on your cover letter (either in this last 

paragraph or as a header to your letter) so that if your resume gets separated from your cover letter, the 

hiring manager will still be able to contact you 

Below are a few examples of compelling last paragraphs: 

Example 1: 

I have the educational background, academic achievement, practical experience, and passion to be an outstanding 

member of your team. I hope that you will find me well qualified for this position and I would like to reiterate my 

strong interest to discuss this opportunity and my qualifications with you further. I look forward to meeting you 

soon. 

Thank you for your time and consideration. 

Example 2: 

I am already a life-long XXXX consumer, but wish to become a long-term member of the XXXX team. I look 

forward to the opportunity to discuss my interest in greater detail. I can be reached at 215-XXX-XXXX or 

xxxxx@wharton.upenn.edu. 

Example 3: 

With my penchant for producing tangible results and my enthusiasm for tackling tough issues, I am confident that I 

can make significant contributions to Company ABC. I hope that you find my background and experience a good fit 

for your company, and I ask that you include me in your upcoming full-time interview schedule. 

I look forward to hearing from you. Thank you for your time and consideration. 


Cover Letter Revision Process 


After writing your cover letter take the time to carefully re-read it and ask yourself the following questions: 

• So what? Everything you write in a cover letter should have a purpose. Re-read each sentence. If there is no 

significance to what you have written, consider rewriting or omitting it 

• Is the letter easy to read? Is the critical information included in the first paragraph? 

• Does the letter tell my whole life story? Is there too much personal information included? 

• Does the letter simply repeat my resume? 

• Have I eliminated all vague or unnecessary words/information? 

• Have I chosen the best words to represent my thoughts? Is the language full of clichés? Make sure the language 

is on point, crisp and professional 

• Are there any spelling, grammatical and formatting errors? 

After you make revisions, utilize colleagues and friends to help you review/edit your cover letter. Seek feedback 

from people who know very little about your background (and ideally have experience in the industry/function you 

plan to go into), and ask them to read and provide feedback on your cover letter. 

If you are not a native English speaker and are applying for a position in the United States, it is critical to have a 

native English speaker read and proofread your cover letter for any errors – large or small. 

THANK YOU NOTES 

Why are Thank You Notes Important? 

Thank you notes are written to express your gratitude and appreciation for an interview, a networking meeting, a 

conversation, a referral, an internship experience, etc. Effective thank you notes are brief but sincere, detailed and 

personable. Thank you notes are a standard part of the process. Sending one indicates sincere interest in the position. 

If you met with multiple people during a visit to a firm, you should send a thank you note to each person. 

Some people feel that thank you notes will not be read (and therefore are not important). While it is highly unlikely 

you will be eliminated from consideration for sending a note, you could be eliminated for not sending one. Failure to 

send a thank you note reflects poorly on you and discourages that person from giving you their time in the future. 

Leveraging the Thank You Note 

Tips: 

1) Be genuine and not generic in this effort. Take notes immediately after the interview or networking 

conversation so your note can reference specific topics discussed. Including specific details shows that you 

remember the conversation and are interested in the position. In addition, it also serves to remind the reader 

who you are and what experiences/qualifications you bring to the position 

2) Send the thank you note within 24 hours after the meeting/conversation 

3) Be concise. Include substantial content in your correspondence, but do it effectively 

4) Consider sending a hand written note in the mail. While email is the standard means of communication, 

mailing a professional, well written thank you card can be an effective way to differentiate yourself and 

impress the employer. That said, be aware of specific situations (e.g. specific industries or countries) where 

this may not be appropriate 

5) Avoid asking the most senior level person to thank his/her staff for you. Do not write thank you letters to 

senior people and ignore junior people. Never make assumptions about how much power a person has in 

the decision to hire you 


Below are a few examples of compelling thank you notes: 

Example 1: Send to Hiring Manager 

Dear Mr. XXXX, 


Thank you for taking the time to discuss the summer internship opportunity at ABC Company with me. After 

meeting with you and Bob Smith, I am further convinced that my XXXX background and analytical skills coincide 

well with your needs. 

I appreciate the time you took to acquaint me with the company. Based on conversations with your team about 

XXXX, I feel that joining ABC Company will be an ideal step in my career. In addition to my qualifications and 

experience, I will bring XXXX and XXXX to this position. 

I look forward to hearing from you. Again, thank you for your time and consideration. 

Example 2: Send to Alum 

Dear XXXX, 

Thank you for taking the time to talk with me about your experiences in the XXX field. You were extremely 

thorough in explaining your career progression and current trends in the XXX industry. I appreciate your advice on 

how I can best position myself to meet my long-term career goals. 

As you recommended, I will contact John Smith about XXXX. After our conversation, I will be sure to keep you 

posted on my progress. 

Again, thank you for your time. If there is anything I can do for you in the future, please do not hesitate to let me 

know. 

CONCLUSION 

After reading this chapter (as well as Chapter 2 on self-assessment, Chapter 3 on market research and Chapter 5 on 

resume development) you should feel confident in your ability to write effective job search letters. The time 

commitment required to write effective communications with an employer is worthwhile. It is now time for you to 

start applying for specific job opportunities. While you are waiting to hear back from applications you submitted, 

start preparing for the interviews (see Chapter 7). 

APPENDIX 


• 175 High-Impact Cover Letters (Richard H. Beatty) 

• 200 Letters for Job Hunters (William S. Frank) 

• Cover Letters That Knock 'em Dead (Martin Yate) 


• About – sample cover letters (www.about.com) 

• Career Resumes (www.career-resumes.com) 

• CareerBuilder – cover letter advice (www.careerbuilder.com) 


• Wall Street Journal – thank you letters and emailed cover letters (www.wsj.com) 



• Sample Job Search Letters 


• WetFeet Insider Guides 

Sample Cover Letter Format 

Date 

Employer’s Name 

Title 

Company 

Street Address 

City, State, Zip 

Dear Mr. or Ms. Last Name: 


Your Name 

Your Street Address 

City, State, Zip 

Your opening paragraph should briefly introduce you and your interest in the company. If you are aware of a 

specific position or opening, refer to it now. This paragraph should also be used to mention the names of individuals 

you have met from the company (e.g., at the EIS, company event or other networking event), or the individual who 

directed you to this person. Cite other research that prompted you to write, such as a recent article on the company 

or a positive networking interaction. The last line in this paragraph should give a summary statement of who you are 

and why you are a strong fit for the position. 

Your middle paragraph(s) should consist of specific examples from your background that would be of greatest 

interest to the company and consequently create the “notion of fit.” Do not just make broad generalizations about 

your skill set – any assertions about your skills have to be backed up with specific examples of how/why you have 

developed those skills. Focus on your skills and accomplishments and how they could contribute to the company, 

but do not simply restate what is on your resume. Demonstrate what you know about the organization and the 

industry. If you are a career changer, it is essential to clearly state your transferable skills from previous experience 

that directly relate to the skills required for the position in which you are interested. 

Your closing paragraph is your summation and should outline the key next steps. For example, state that you would 

like to discuss employment opportunities or other information with the person and that you plan on contacting them 

on a specific date. If the company has a specific position available, ask for an opportunity to interview. Thank the 

addressee for his or her time and consideration. Include your telephone and email address in case the cover letter 

gets separated from your resume. 

Sincerely, 

(Signature) 

Your Name 

Enclosure(s) (If you send resume or other materials.) 




CHAPTER 7: INTERVIEWS 

This chapter covers interview preparation and is organized into the following sections: 

• What is an Interview? 

• Interview Preparation 

• Types & Format 

• Execution of a Great Interview 

• Difficult Interview Questions 

• Follow-up & Subsequent Interviews 


• Appendix 

WHAT IS AN INTERVIEW? 

Ideally, an interview is a discussion between a job candidate and a prospective employer. It is a two-way street 

where each participant has the opportunity to assess, through a variety of questions, the match between the candidate 

and the position. At the end of the interview, there is the potential for an offer of employment. 

Many argue that the interview is the most important part of the job search process. The interview can be a product of 

self-assessment (see Chapter 2) and market research, (see Chapter 3). Your success during the interview will depend 

on your level of preparation, execution, and follow-up. 

INTERVIEW PREPARATION 

Interviewing is a learned skill and success is dependent upon many factors: 

• Know the interviewer’s goals 

• Understand your goals 

• Know the company and industry 

• Anticipate potential interview questions 

• Practice 

• Understand interview logistics 

Your preparation allows you to have greater control in the interview. Taking the time to effectively prepare is 

critical; during an interview you have only a limited amount of time to make a good impression. 

Know the Interviewer’s Goals 

Most interviewers have two goals for the interview – first, to learn about your skill set/experiences and assess your 

fit for the company/position; second, to sell the company/position to you. 

The interviewer needs to determine if you are able to fulfill (and excel at) the job requirements. In addition, your 

interest in the company and your fit with the company’s culture are being evaluated. Understanding your interest can 

help the interviewer determine if you would accept an offer (many firms are concerned with yield management and 

do not want to make offers that will not be accepted). If the interviewer is confident in your skill set and your fit 

with the company, he/she will also use the opportunity to “sell” the position to you. 

Chapter 7 | Interviews 1

Understand Your Goals 


Most candidates have two goals for the interview: to receive an offer and to learn more about the company/position. 

To achieve these goals, you must sell your skills and qualifications as they relate to the specific position and 

illustrate that you are the type of person the company wants to hire. At the same time, you want to evaluate the 

company just as the interviewer evaluates you. The information you gather during the interview should help you 

make a decision as to whether you would ultimately accepted a position in the company. 

Know the Company/Industry/Position 

Prior to the interview, conduct company/industry/position research (see Chapters 3 & 4). Utilize this research to 

demonstrate your genuine interest in/passion for the company, anticipate potential questions and answer industryrelated 

questions. It is helpful to gain insight into the company’s history, management and leadership, current 

performance, products, customers, competitors as well as recent news. Be aware that the same job title may be 

defined differently by each company – identify the specific responsibilities of the position prior to the interview. 

Anticipate Potential Interview Questions 

Preparing for an interview requires anticipating potential interview questions (see list of sample questions in the 

Appendix of this Chapter) and formulating meaningful questions for the interviewer (see the “Execution of a Great 

Interview” section of this Chapter for sample questions). The type of questions the interviewer asks will likely be 

reflective of the industry and designed to fit the format and/or type of interview. Anticipate being given the 

opportunity to ask questions at the end of the interview. Take advantage of this opportunity to show your interest 

and gather additional information. Interviewers often evaluate a candidate based on the questions he/she asks during 

the interview. 

Practice 

As with any skill, the more time and practice you devote to interviewing, the more successful you will become. Too 

often candidates assume that just because they well are qualified, they will get the offer. Typically, however, the 

candidate who receives the offer is not necessarily the most qualified, but rather the one who interviews most 

effectively. Therefore, practicing thoroughly for the interview is crucial to success. 

Tips: 

1) Practice out loud (repeatedly), preferably in an environment similar to what you anticipate encountering in 

the interview 

2) Mock interview. Ask a friend (preferably one from the industry/function/company of interest) to interview 

you. Seek their honest feedback. This can also be done with two other people (triad). In the triad there is the 

benefit of having an observer who can more objectively evaluate the interaction without being in the actual 

process of the interview. If English is not your native language and you are applying for positions within 

the United States, consider mock interviewing with a native English speaker 

3) Record yourself answering questions and critique your performance, evaluating your verbal and nonverbal 

behavior. Most of us are unaware of how we sound and look when we speak; viewing yourself will help 

you understand how you appear during an interview 

Understand Interview Logistics 

While these details may seem minor, they are important in creating an overall impression: 

• Take time to choose what you will wear. Business suits are standard for interviews; think carefully before you 

violate this rule. Some industries may be more casual, but erring on the side of formality is preferable. Perfumes 

are not advised, as the interviewer may be sensitive to particular scents 

• Bring extra resumes to the interview. You may encounter an interviewer who has misplaced your resume 

• Arrive approximately 10 – 15 minutes early 

• View and prepare directions, maps, public transport information, and taxi fare before the interview. You do not 

want to arrive late and frazzled because you did not know how to find the interview location. Remember to 

anticipate the weather – bring an umbrella if necessary 



• Plan for the unexpected! Many components to the interview process are not within your control, but do your 

best to execute effectively on the things you can control. This will help you stay calm and better handle the 

things you cannot control 

TYPES & FORMAT OF INTERVIEWS 

Types 

There are four main types of interviews used to assess a candidate's qualifications. The interviewer may utilize one 

type or pieces of each type of interview during your conversation. 

1) The Traditional Interview: This approach is conversational. The potential employer asks you about your work 

experiences, education, and interests. Exhibiting a strong logic/story for your career path, past and present, is 

important in this type of interview. 

2) The Behavioral Interview: This format is based on the belief that past behaviors are a good predictor of future 

behaviors and repeated behaviors are better predictors than one-time incidents. Interviewers who use this style 

are very probing and require extensive detail on your previous experiences. Exhibiting deep knowledge of each 

bullet on your resume is important for this style; a general story is not acceptable. A typical line of questioning 

in behavioral interviewing is: Tell me about a time when you [demonstrated competency X]. 

3) The Scenario/Situational Interview: This format involves role playing that directly demonstrates competencies 

to the interviewer. 

4) The Case Interview: This format differs significantly from traditional and behavioral based interviews. In this 

format the potential employer is testing your ability to dissect a problem in a logical manner. The best way to 

prepare for case interviews is to practice and understand the logic of the process. Most often the cases will be 

based on topics and situations for which you have no previous experiences. You are expected to provide a 

framework for the solution, and demonstrate knowledge of analytical/quantitative processes. 

Formats 

There are three main formats for interviews: 

1) One-on-One: This is the traditional interview format. It is important to establish rapport with the interviewer 

during the early stages of the interview. The interviewer has the power to decide if you move forward in the 

interview process/receive an offer. 

2) Two-on-One: This format is more common in some industries than in others, but can take place with any type 

of interview. It is important not to assume who is the person of power. Since both interviewers will have input 

into the hiring decision, it is important to address both people and not to focus your attention on one individual. 

In some cases the two interviewers may take on “roles,” where one interviewer is very supportive and nice and 

the other is aggressive, argumentative or seemingly uninterested. In some unique cases there may be more than 

two (i.e. Three-on-One or a group interview). 

3) Stress: In this format the interviewer tries to create stress for you. The style is confrontational. The interviewer 

is trying to assess how you handle pressure. This type of interview is used most often in client-centered 

businesses. The purpose is to see if you can remain confident and calm in the face of adversity and think on 

your feet. 

Some companies conduct the first round/screening stage interview over the telephone or through video conferencing 

capabilities. While this format allows you to use your notes during the conversation, you cannot see the 

interviewer’s non-verbal cues and the interviewer cannot see your non-verbal responses over the telephone. If you 

are being interviewed by phone, make sure you have your information organized, you are in a quiet place where you 

can talk without interruption and that you are concise in your responses. Whether sitting or standing during a phone 

interview, it is important that you are upright – slouching affects your attitude and voice. If you are being 

interviewed by video conference, you will have the ability to see non-verbal cues, but be sure to have a basic 

understanding of the technology and how it works. Remain calm if technological issues arise. 


EXECUTION OF A GREAT INTERVIEW 

Focus on and Achieve the Right Mindset 


Prior to and during the interview you should: 

• Be comfortable with all items on your resume. Your resume is often used as the basis for developing interview 

questions. Be prepared to discuss (in extreme detail) the situation, actions and results of each bullet on your 

resume 

• Create a link between yourself and the company. Communicate not just why your skills/interests are valuable, 

but why they are valuable to that particular company and position 

• Take the time to reflect on your interests and passions so that you can communicate them convincingly during 

the interview 

• Think about the 3-4 key messages you want the interviewer to know/remember about you. Make a list. Be sure 

to weave these messages into the conversation even if the interviewer does not ask a specific question related to 

these messages 

− What are the skills, knowledge and traits that you possess and are good at or enjoy using? 

− What value can you immediately bring to the company or position? 

− What problems can you solve? 

− What can they rely on you to do? 

− What makes you different from other candidates? 

• Remember the interviewer is comparing you to other candidates. Distinguish and differentiate yourself 

Tips: 

1) Be authentic. Be yourself in the midst of all the questions, answers and formality. Do not memorize the 

answers to potential questions. Interviewers want to see the real you. Being prepared does not mean 

sounding robotic 

2) Listen and answer the question that has been asked. Take the time to understand the question carefully 

before responding. If you are unclear about the question, ask for clarification. Often candidates are overly 

focused on what they want to communicate and neglect to listen to the interviewer and his/her questions. It 

is quite frustrating for the interviewer when the candidate does not answer the question. If you are not sure 

if you answered the question, it is acceptable to say “Did I answer your question?” 

3) Demonstrate a positive attitude. Avoid saying anything negative about a previous company, employer, or 

colleague. Negative comments about past experiences indicate potential negative comments about future 

experiences. Think about how you can express differences in a tactful and constructive manner. For 

example, when asked about a previous manager whom you disliked, it would be acceptable to say, “I think 

he and I have very different styles, but I appreciated his ability to do XXXX” 

4) Be confident. Companies want to hire bright, confident individuals who can make a contribution to their 

organization. If you do not appear confident, why should an employer feel confident in hiring you? Your 

demeanor in the interview sets the tone and influences the interviewer’s impression of you 

5) Use body language to your advantage. Use a firm and confident handshake. Smile and make eye contact. 

Sit up straight (do not slouch) with a slight tilt forward. Maintain an open body – avoid crossing your arms. 

Keep your hands where the interviewer can see them. Use hand gestures to show animation – but be aware 

of over-gesturing. Keep your legs uncrossed 

6) Be enthusiastic. If you are enthusiastic during the interview, the interviewer will assume that you are 

enthusiastic about the position/company. Enthusiasm can be demonstrated in many ways, both verbal and 

non-verbal. If you are interested in the position, demonstrate it through your energy level. Enthusiasm is 

also contagious and can go a long way towards getting the interviewer interested in you 

7) Be concise. Rambling or losing direction is common during interviews, particularly for candidates who are 

not well prepared. To prevent rambling, number your answers from one to three (do not list more than three 

items at a time). For example, you could say, “There are a lot of reasons why XXXX, but I think the most 

important one is XXXX” or “I have observed two key changes. First XXXX and second XXXX.” or 

“Three changes stand out in my mind. These trends are X, Y and Z.” Being concise demonstrates you are 

prepared for the interview 

During the interview, while you are working diligently to answer the interviewer’s questions, you should also be 

trying to gather information to address these questions for yourself: 



• Does the position match my professional and personal goals? 

• Do I fit with this company? Do I fundamentally feel comfortable around the people with whom I would be 

working? 

• Is the overall culture of the company one that I am comfortable with/approve of? 

• Is the company growing? What is its outlook over the next couple of years? 

• Are there opportunities for growth within the company? What is the career path? What type of 

training/development will be available? 

• What is the structure of the firm/department? Who will I report to? How much autonomy will I have? 

The Basic Parts of an Interview 

Opening 

You will begin being evaluated the minute you step into the interview location. First impressions are very important. 

Your goal in the opening of an interview is to make a good first impression and build rapport. Focus on making a 

connection and building a relationship with the interviewer - not just trying to impress. Build rapport by making an 

observation about something, (e.g. “I can’t believe how beautiful the weather is today”). The interview should be a 

collaborative conversation (to the extent the interviewer allows). Welcome questions with energy and enthusiasm. 

Behavioral/Fit 

As mentioned in the “Types & Formats” section of this Chapter, interviews commonly contain a behavioral/fit 

component (see the Appendix of this Chapter for sample questions). Below follow two frequently asked 

behavioral/fit questions along with examples of effective answers. 

Tell me about yourself 

A very typical question in a behavioral/fit interview is “Tell me about yourself” or “Walk me through your resume.” 

This question is intentionally a vague and open-ended. It is intended to start the conversation and provide the 

interviewer basic information about you. Open-ended questions are opportunities to set the tone for the conversation 

and communicate your 3-4 key messages. 

When preparing an effective answer to the “Tell me about yourself” question, remember to: 

• Demonstrate a history of success throughout your stories, resume specifics and experiences 

• Focus on your accomplishments 

• Be confident about your experiences 

• Share anything you might need to explain (concerns you think the interviewer may have about your candidacy) 

• Keep answers concise and observe cues from interviewer about depth and pace 

An effective answer to this question is not a chronological biography of your past experiences but rather a 1-2 

minute opportunity to focus on your professional experiences and interests and how they are applicable to the 

position for which you are interviewing. Share the decisions you made to get where you are today. 

Below are a few sample responses to the above question. 

Example 1: 

Prior to Wharton, I managed the team at XYZ Software that developed a new product which grew to over 50% of 

company revenues in two years. Given the first-mover advantage in the market, we worked under extremely tight 

deadlines to release the product before competition, and succeeded through hard work, over long hours to release a 

high quality product on time and in budget. My experience demonstrates my ability to thrive and succeed in high 

pressure, time sensitive environments while conducting detail-oriented, analytical work. I am confident that this 

would translate to success in Investment Banking. 

Example 2: 

I have worked in the XXX industry for the past five years. My most recent experience has been handling X. One 

reason I particularly enjoy this business and the challenges that go along with it provides a great opportunity to 



connect with people. In my last job, I created significant customer relationships resulting in a 30% increase in sales 

in a matter of months. My attention to detail has served me very well in getting such high customer satisfaction 

ratings. I pride myself on my reputation for following through and meeting deadlines. What I am looking for now is 

a company that values customer relations, where I can join a strong team and have a positive impact on customer 

retention and sales. 

Example 3: 

My background to date has been centered on preparing myself to become the best XXXX that I can become. Let me 

tell you specifically how I've prepared myself... 

Tell me about a time when … 

With this type of question, the interviewer is trying to assess your skill set and competencies. When answering this 

type of question, remember that the best predictor of future success is past success. 

The best way to answer the “Tell me about a time when…” question is to tell a brief story or share a specific 

example that has a beginning, middle and end. Stories are effective because they engage your listener, they are 

easily understood and people can relate to them. They allow you to talk about yourself and be authentic while 

highlighting the critical details of your accomplishments. Stories are better than general and hypothetical discussions 

because they are specific and more memorable. Stories should be relevant and concise. 

Structure your answer using the PAR framework (P = Problem/Situation/Obstacles; A = Action; R = Result) (see 

Chapter 5). Identify the required competencies for the position (look at the job description and/or network with 

people currently in the position) and prepare at least 2-3 stories/examples for each of competency. Focus your 

attention on what you accomplished/your contributions (not what other people did). 

Typical competencies include: 

• Leadership 

• Strategic Thinking 

• Analytical Skills 

• Initiative/Creativity 

• Communication/Persuasiveness 

• Teamwork/Interpersonal 

After sharing your 1-3 minute story/example which highlights the specific competency you were asked about, it is 

common for the interviewer to probe further and ask follow up questions such as: 

• What steps did you take? What action did you take? 

• What happened after that? 

• How did you prepare for that? 

• Why did you decide to do that? 

• How did you resolve that? 

• How did he/she react? 

• How did you handle that? 

• How did you feel about that? 

• What was the outcome/result? Were you happy with that outcome/result? 

• What do you wish you had done differently? 

• What did you learn from that? 

Industry Expertise & Technical Skills 

Interviewers will be assessing your understanding of the industry as well as your technical ability to perform the 

responsibilities of the role. Your industry research and networking (Chapters 3 & 4) will be essential for preparing to 

answer these types of questions. See Appendix of this Chapter for sample industry-specific questions. Current 

Wharton MBA students should also connect with the relevant professional clubs for resources on industry-specific 

questions. 



Closing 

Use the end of the interview to differentiate yourself and ask questions. Questions convey interest, enthusiasm and 

an eagerness to learn. Be prepared with a set of questions and select the most relevant and appropriate ones based on 

your conversation. Even though you are asking the questions, the interviewer is evaluating your intellect and 

interest. Your questions can also demonstrate the level of company/industry research you conducted. 

Thank the interviewer for his/her time, express your interest in the position and ask for a business card. If the 

interviewer does not tell you the next step, it is appropriate to ask. A good way to phrase the question is, “It was a 

pleasure meeting you today and learning about the position. Can you tell me the next step in the process?” Knowing 

the recruiting timeline gives you more control over the process, allows you to follow up appropriately and enables 

you to manage other interviews with other companies. 

Tips: 

1) Demonstrate a passion for the job. Ask detailed questions about the position and potential roles such as, 

“What is your specific role and/or specific experience at Company X?” 

2) Weave into your questions that you had conversations with other employees from the firm (e.g. “After our 

conversation and talking with John Doe, I was curious about XXXX”). This not only is a good way to ask 

questions but also demonstrates that you have networked 

3) Be careful not to ask questions which can be answered by viewing the company website (e.g. size of firm, 

mission of firm, etc). This shows that you did not take the time to go to the website and learn about the 

company. Formulate questions that go beyond the basics about the company and involve details that 

interest you. Focus on asking questions about the interviewer’s background, career, perspective, etc 

− In this role, what does success look like? 

− What types of people are successful at your firm? 

− What are the three most important things that the person you hire for this role needs to do well? 

− If hired, what do you think would be my biggest challenge? 

− Why did you join this company? 

− What is your background? 

− What do you like best about the people you work with? 

− How would you describe the culture – and can you give me an example of the culture at work? 

− What is the typical career path within the company for someone starting in this type of position? 

4) Be aware of the type of questions you ask and how you phrase the questions. Certain questions are not 

appropriate for certain people (e.g. avoid asking a very senior person about the day-to-day responsibilities 

of an associate position; instead ask questions such as “What decisions in your career do you think have 

most positively impacted you?” or “Looking at the senior leadership of the firm, what qualities do you feel 

are most essential for success?”) 

5) Do not ask for feedback on your candidacy during the interview 

6) Do not ask about salary during the interview. Starting salary conversations too early in the process is not 

wise because it communicates that you are focused on the money rather than on the position (See the 

“Difficult Interview Questions” section of this Chapter as well as the offer management information in 

Chapter 8) 

7) Communicate any key message(s) you did not get to share during the interview. Judge the situation and the 

conversation and determine if you think the interviewer would value the additional information 

DIFFICULT INTERVIEW QUESTIONS 

Despite your preparation, it is possible you will be asked a question that you are not prepared to answer. Taking a 

few moments to reflect and gather your thoughts is acceptable. If you would feel more comfortable you can say, 

“That is a good question. Let me take a moment to collect my thoughts.” In addition, you may be asked a question 

you do not understand. Before answering the question, ask for clarification. You can say “To clarify, are you asking 

me XXXX…” or “I’m not sure I understand your question, could you please rephrase it?” 

Regardless of the question asked, avoid visibly showing your discomfort. Showing uneasiness may only serve to 

increase the interviewer’s interest in probing on the question asked. 



Tips: 

1) Practice out loud your response to potential difficult questions. Simulate the interview environment and 

experience as much as possible 

2) Breathe from your stomach muscles and not your chest – slowly inhale for 5 seconds and then exhale for 5 

seconds. Done correctly this has a calming effect and is not visible to the interviewer 

Handling Inappropriate/Illegal Questions 

It is possible that you will be asked questions you deem inappropriate (and/or illegal) during the interview. This may 

occur because the interviewer: 

• May not know that the question is inappropriate and/or illegal. There are many federal, state, and even local 

laws governing job interviews. That said, United States employment laws make it unlawful to discriminate 

based on race, color, religion, sex, national origin, as well as age, sexual preference, health status or disability. 

Interview questions that do not focus on essential job qualifications are probably illegal 

• May be intentionally asking the question because he/she wants to know the answer – despite knowing the topic 

is inappropriate and/or illegal 

• Believes the information may actually be relevant to the job 

Regardless of why an interviewer may ask an inappropriate/illegal question, be prepared to handle it. Responding 

professionally and remaining calm is most effective. There are several approaches you can use: 

• If you assessed that the interviewer is not malicious and are comfortable responding, you may choose to go 

ahead and answer the question. 

• If you think you know what the interviewer is trying to assess, you can redirect the question by answering 

the underlying question. For example if the interviewer asks “How does your family feel about the 

demands of this job and your career?” You could respond, “I'm fully committed to performing my job at 

the highest level and delivering the results required. My career is very important to me and I have a strong 

support system. Did that address your concern? If not, could you rephrase or elaborate? I want to make sure 

I answer your question." 

• If you are unsure of what the interviewer is trying to assess, ask the interviewer for clarification on the 

question. 

Handling Issues with Your Candidacy 

Gap in Work Experience 

If you have an obvious gap of time in your resume, it is likely that you will be asked to explain it. Your strategy for 

addressing the gap will be different based on the reason. Regardless, directly address the question asked then deflect 

attention away from the gap and focus your interviewer on your candidacy. You also want to end your answer on a 

positive note – perhaps reassuring the interviewer of your commitment to the industry/company/position. 

Example 1: Extended Job Search 

I spent that time looking for the right next opportunity. I was very specific in my search. I wanted an organization, 

similar to yours, where I could leverage the XXXX and XXXX skills I had developed at Firm XYZ and could 

develop new XXXX skills. During my job search, I spent time with XXXX Volunteer Organization helping with 

their new growth projects. In these activities I was able to utilize my XXXX and XXXX skills. I was pleased that 

after X months I accepted a XXXX position with Firm ABC. In this position I accomplished XXXX and XXXX. 

Example 2: Child Rearing 

I was fortunate enough to be at a level in my career where I had the luxury to stay home and raise my children for a 

few years. Throughout that period, I was always committed to returning to the workforce, which is why I was 

excited about Wharton and having the chance to progress in my career after earning my MBA. I am specifically 

interested in a position with your firm because XXXX.” 



If you remained active in any professional organizations or sat on committees, mention that. If the interviewer 

continues along the line of questioning about the family or kids, you could respond as you would for an 

“inappropriate/illegal question” (see above) by saying “I am not sure that that is relevant to my qualifications for this 

job. My track record and experience speak for themselves” or “It sounds like you might be concerned about my 

commitment to this position. I want to reassure you that I am 100 percent committed to being in the workforce and 

reaffirm my interest in the position. In fact, that is why I….” and then begin to redirect the topic towards your 

achievements. 

Lack of Specific Qualification 

If there is a job requirement (e.g. a specific skill set or experience) that you do not possess but you were selected to 

interview, the interviewer may question your qualifications. Do not lie and indicate that you have experience/skills 

that you do not actually possess. Approach the question by articulating the steps you are taking to gain the necessary 

skill set/experience and your ability to learn new skills quickly. Close your answer by creating a direct link between 

your abilities and the needs of the position/company. 

Example 1: 

You are correct – I do not have a prior quantitative background but I have been working diligently to develop my 

quantitative skill set. First I came to Wharton – known as a strong quantitative school – and am majoring in Finance 

to gain exposure to financial concepts and financial analysis. Second, I participated in the Train the Street workshop 

delivered by XXXX and learned XXXX. Third, I joined the finance club and participated in XXXX. I am confident 

these efforts combined with my strong XXXX and my ability to quickly learn new skills will enable me to be a 

strong asset to your department. 

Did Not Receive an Offer from a Summer Internship 

Address the question by focusing on what you enjoyed about your summer experience that is relevant to the future 

employer and how you were successful. Be upfront about why there was not a fit and why you are interested in the 

particular firm with which you are now interviewing. Be confident and succinct. Avoid speaking negatively about 

your summer employer. Instead, focus on why this firm is a better match. Lastly, be truthful – firms can and do 

follow-up. 

Example 1: 

At the end of the summer, I think there was a mutual belief that there was not a good fit/match. I had a great 

experience at Firm ABC where I had the opportunity to do XXXX and XXXX. My classmate John spent the 

summer with your firm and encouraged me to speak with you as I am looking for an opportunity where I can use my 

strategic analysis skills to identify solutions and XXXX. John and I have worked on many team projects together, 

and he thought I would be an excellent fit at your firm given my XXXX and XXXX skills/experiences.” If 

applicable, it may be helpful to build your case by presenting the percentage of people who did not receive offers. 

Greatest Weakness 

During most interviews, employers look to better understand candidates’ strengths and weaknesses. Most candidates 

spend time thinking about how their strengths will benefit the employer and how to articulate their strengths during 

an interview. However, some candidates have trouble identifying and articulating weaknesses. When addressing this 

question it is important avoid presenting a weakness that is too severe and gives the employer concerns about your 

skill set, work ethic and ability to work well with others. On the other hand, it is equally as important to present a 

realistic and tangible weakness (e.g. saying, “I work too hard” is a very cliché/overused answer that does not 

impress hiring managers. Similarly, we recommend you do not say that you have no weaknesses). Be direct and 

concise about explaining your chosen weakness. Finally, end your answer with some positive steps you are taking to 

address this issue. 

One way to approach this question is to focus on a weakness that is not related directly to your work. For example, 

you might say something about getting annoyed when things are proceeding inefficiently, as when you are stuck in 

very congested traffic for some time. You can also mention what you do to offset that frustration (e.g. “I listen to 

classical music or use the time to practice for upcoming presentations while I am in the privacy of my car.”) 


Salary Questions 


Until an offer of employment is given, try to postpone the salary discussion (unless you are working with an 

executive search firm – see Chapter 1). Sample texts for addressing salary-related questions are listed below. 

How much did you make in your previous job? 

• “I understand compensation is an important issue – but I am confident we will be able to reach an agreement 

when we are at the offer stage.” 

• “I am coming from an industry with a different pay scale, so any comparison would not be meaningful.” 

What compensation are you expecting? 

• “At this point I don’t know enough about the position to assess the dollar value and total compensation package 

that would be appropriate.” 

• “I would prefer to discuss the position more fully before discussing salary.” 

• “I’d like to revisit a salary conversation after I’ve provided a better sense of my skills.” 

• “I assume your compensation is in line with the market, do you have a range for this role?” 

It is important to remain calm and natural when responding to salary questions. If you are unable to avoid answering 

the salary question, you need to be ready with a salary figure or range that you have assessed to be appropriate for 

the industry, the position, your qualifications, geographic location and personal needs. By conducting market 

research and networking (see Chapters 3 & 4), you will know your value in the industry and be able to present a 

realistic desired salary. For details on evaluation and negotiation of offers, see Chapter 8. 

FOLLOW UP & SUBSEQUENT INTERVIEW ROUNDS 

Following Up 

What you do after the interview can be just as important as what you did in the interview. Following-up on your 

interviews helps to reinforce your sincere interest in the position and allows you to prepare for subsequent 

interviews and conversations with the company. 

The following steps are important: 

STEP 1: Write down a summary of the interview. Be sure to include whom you spoke with, the main points you 

learned during the interview, any follow-up actions that were recommended by the interviewer and the decisionmaking 

time frame. It can also be helpful to include your assessment of the interview and points to improve on in 

the future. 

STEP 2: Write thank you notes/letters (within 24 hours) to the individuals with whom you interviewed. Use this as 

an opportunity to highlight points of interest from the interview and to express your continued interest in the 

position (see Chapter 6 for information on thank you letter writing). 

STEP 3: Formulate additional questions based on the interview conversations and use them during your future 

interactions with the company and the interviewer. 

STEP 4: Follow up on any recommended next steps the interviewer suggested. This will demonstrate 

professionalism and commitment to the position and the company. 

STEP 5 (if appropriate): If you do not receive an offer, ask for feedback on your performance. You are more likely 

to receive substantive feedback if you request feedback via phone versus via email. 


Subsequent Interview Rounds 


Depending on the position and company, you could interview with a number of different people and participate in a 

number of interview rounds. Typically each round of interviews progresses to a deeper level of discussion and 

requires you meet with both peer-level associates and senior management. You are asked to provide greater detail, 

and often will interview with multiple people. Not every interviewer has the same approach. Therefore, even if the 

questions are the same, you need to be able to adapt to each interviewer’s style and address the challenge of 

answering the same question on several occasions. 

Although most companies have honorable intentions to follow-up with you and update you on your status in the 

process, you may need to follow-up with the company. If you do not hear back from the interviewer within the 

timeframe mentioned during your interview, feel free to follow-up regarding your candidacy. Be sure to reiterate 

your interest and excitement about the position and demonstrate your professionalism by the wording and tone of 

your inquiry (avoid pressuring the hiring manager). 

CONCLUSION 

After reading this chapter you should understand the philosophy of interviewing and how to be successful in this 

step of the job search process. Use this chapter and the sample questions in the Appendix to practice interviewing. 

The most important thing to remember about job interviews is that they require thoughtful preparation. Successful 

job candidates are comfortable talking about themselves candidly with a focus on their achievements and successes 

and with a keen understanding of what the interviewer seeks from the candidate. 

APPENDIX 


• 101 Great Answers to the Toughest Interview Questions, (Ron Fry) 

• 201 Best Questions To Ask On Your Interview (John Kador) 

• Crisp: Preparing for the Behavior-Based Interview: How to Get the Job You Want (Terry Fitzwater) 

• Knock 'em Dead, 2008: The Ultimate Job Search Guide (Martin Yate) 

• Mastering the Case Analysis: The MBA Guide to Management, Marketing, and Strategic Consulting Case 

Interviews (Alexander Chernov) 

• Power Interviews: Job-Winning Tactics from Fortune 500 Recruiters (Neil Yeager & Lee Hough) 

• The Interview Rehearsal Book (Deb Gottesman & Buzz Mauro) 


• Ask the Headhunter (www.AsktheHeadhunter.com) 

• Career Talk (www.careertalk.com) 

• Case Questions (www.casequestions.com) 


On the Wharton MBA Career Management website 

• Clubs – utilize the professional clubs’ webcafe databases of previously asked interview questions (The Wharton 

MBA Case Study Interview Guide I & II, Wharton Consulting Club) 

• InterviewStream© – this web-based program is designed to produce the feel of a real interview, in a nonthreatening 

environment. In addition, InterviewStream© gives you the invaluable experience of watching 

yourself interview. With this program you will select your practice questions; a pre-recorded actor (serving as 

an interviewer) will ask you those questions and will give you time to answer. Your practice interview will be 

recorded and you will be able to view your session 

• Industry Areas – leverage the information (interview resources, techniques and sample questions) included on 

the industry-specific websites within our student site 




Sample Interview Questions 


Sample “Fit” Questions 

• Tell me about yourself. 

• Define leadership. 

• What motivates you? 

• Why should we hire you? 

• What are the attributes of an ideal job for you? 

• What are you most proud of on your resume? 

• What was the most important thing you learned from your previous experience? 

• How do you work under pressure? 

• What interests you most about this position? 

• What do you know about our company? 

• Why do you want to relocate to _______? 

• How do you feel about travel? 

• Where do you see yourself in 5 to 10 years? 

• What are your strengths and weaknesses? 

• Why did you choose Wharton? How did you select your major? 

• What have you learned at Wharton that will help you in this job? 

• What extra-curricular school activities are you involved in? Do you hold any leadership positions? 

Sample Industry/Company/Position Questions 

• Why are you pursuing this industry? 

• What attracts you to a career in X? 

• What do you like about our industry/company/job? 

• Given that you have no background in this field, why are you interested and why are you qualified? 

• What part of this job do you think you’d find least appealing? 

• What do you know about our company? What differentiates us from our competitors? 

• What do you believe are the key issues, challenges and problems in our industry today? 

• What other jobs/fields are you considering? 

Sample Behavioral-Based Questions 

Initiative 

• Describe a project or idea (not necessarily your own) that was implemented primarily because of your efforts. 

What was your role? What was the outcome? 

• Describe a situation in which you recognized a potential problem as an opportunity. 

• What did you do? What was the result? What do you wish you had done differently? 

• Tell me about a project you initiated. What did you do? Why? What was the outcome? Were you pleased with 

the result? 

• Tell me about a time when your initiative caused a change to occur. 

Interpersonal Skills & Adaptability 

• Give an example of when you had to work with someone who was difficult to get along with. How/why was 

this person difficult? How did you handle it? How did the relationship progress? 

• Describe a recent unpopular decision you made. How was it received? How did you handle it? 

• What are the key ingredients in guiding and maintaining successful business relationships? 

• Tell me about a time when you had to work on a team with someone you did not get along with. What 

happened? 

• Describe a situation where you had a conflict with another individual, and how you dealt with it. What was the 

outcome? How did you feel about it? 

• Tell me about a situation in which you have had to adjust to changes over which you had no control. How did 

you handle it? 



• Tell me about a time when you had to adjust to a classmate’s or colleague’s working style in order to complete 

a project or achieve your objectives. 

Leadership/Management & Decision Making 

• Define leadership/management and describe your leadership/management style. 

• Tell me about a team project when you had to take the lead or take charge of the project. What did you do? How 

did you do it? What was the result? 

• Describe a leadership role of yours. Why did you commit your time to it? How did you feel about it? 

• What is the toughest group that you have had to get cooperation from? What were the obstacles? How did you 

handle the situation? What were the reactions of the group members? What was the end result? 

• Tell me about a time when you successfully resolved a conflict. 

• Give me an example of a leadership role you have held when not everything went as planned. 

• What are some key lessons you learned about motivating people? 

• Tell me about a time when you had to make a decision without all the information you needed. How did you 

handle it? Why? Were you happy with the outcome? 

• Give me an example of a time when you had to be quick in coming to a decision.. What obstacles did you face? 

What did you do? 

• Give me an example of an important goal you set and tell me how you reached it. What steps did you take? 

What obstacles did you encounter? How did you overcome the obstacles? 

• Tell me about a goal that you set that you did not reach. What steps did you take? 

• How would you manage a situation where you believed that something was not in compliance with professional 

ethics? Have you ever faced such situation? If so, tell me more about it. 

Oral & Written Communication 

• Tell me about a recent successful experience in making a speech or presentation. How did you prepare? What 

obstacles did you face? How did you handle them? 

• Have you ever had to “sell” an idea to your classmates or co-workers? How did you do it? Did they accept your 

idea? 

• Give me an example of a time when you were able to successfully communicate with another person even when 

that individual may not have personally liked you (or vice versa). How did you handle the situation? What 

obstacles or difficulties did you face? How did you deal with them? 

• Tell me about a time in which you had to use your written communication skills in order to get an important 

point across. 

Planning and Organization/Time Management 

• Describe a situation that required you to do a number of things at the same time. How did you handle it? What 

was the result? 

• How do you prioritize projects and tasks when scheduling your time? Give me some examples. 

• Tell me about a project that you planned. How did you organize and schedule the tasks? Tell me about your 

action plan. 

Problem Solving/Analytical Skills 

• Describe the project or situation that best demonstrates your analytical abilities. What was your role? 

• Tell me about a time when you had to analyze information and make a recommendation. To whom did you 

make the recommendation? What was your reasoning? What kind of thought process did you go through? Why? 

Was the recommendation accepted? If not, why? 

• Tell me about a situation where you had to solve a difficult problem. What did you do? What was your thought 

process? What was the outcome? What do you wish you had done differently? 

• What steps do you follow to study a problem before making a decision? Why? 

• When was the last time you thought “outside the box” and how did you do it? Why? 

• Tell me about a problem that you’ve solved in a unique or unusual way. What was the outcome? Were you 

happy or satisfied with it? 

• Give me an example of when someone brought you a new idea that was odd or unusual. What did you do? 



Teamwork 

• Describe a situation where those you worked with on a project disagreed with your ideas. What did you do? 

• Tell me about a time when you worked with a classmate or colleague who was not doing their share of work. 

How did you handle it? 

• Describe a situation in which you had to arrive at a compromise or help others to compromise. What was your 

role? What steps did you take? What was the result? 

• Tell me about a time when you had to work on a team that did not get along. What happened? What role did 

you take? What was the result? 

• Tell me about a time when you successfully resolved a conflict. 

Sample Technical/Market Questions 

• How do you calculate unlevered FCF? 

• What are specific valuation methods for different industries? 

• Why will a company choose debt over equity? 

• How do you perform a public comparable valuation? 

• How do you choose a comparable peer group? 

• What are the pros and cons of a stock vs. cash acquisition? 

• How do you perform an LBO analysis? 

• What factors drive an M&A transaction? 

• Walk me through the major line items of a cash flow statement 

• If you only had 1 financial statement, which would you choose to value a company? 

• If $10 of depreciation is left out, how would you modify the F/S? With and without taxes? 

• If $10 of account receivable is left out, how would you modify the F/S? 

• If a company changes from LIFO to FIFO, how would that impact its F/S? 

• What is the difference between operating and capital leases? 

• What are deferred tax assets and how do they arise? 

• Describe some recent deals that you have followed particularly in industry XX? 

• What are the key growth drivers of industry X? 

• What’s an inverted curve? 

• Where is the market going? 

• What is the relationship between inflation and unemployment? 

• What is our market cap? 

• What is the S&P 500 at? How much is it up YTD? 

• What is the P/E ratio of the S&P? Forward, trailing? 

• What stocks are in your personal portfolio and why? 

• What books about investing have you read? 

• What are the factors that will impact the overall market over the next year? 

• Which way do you think interest rates are headed? 

• What are your thoughts on the housing market? 

• Where is the price of oil heading? 

Sample Scenario/Situational Questions 

• I am a potential client. Tell me about the firm’s approach to client service. 

• You strongly disagree with a teammate on the creation of your product’s marketing strategy. What do you do? 

• It is a crazy time of year – you have too many things that need to be accomplished within a short amount of 

time. How would you prioritize your work? 

Sample Case Questions 

• A computer manufacturer was gaining market share but experienced declining profits. Why? What should it 

do? 

• A client has bought a Russian satellite after the break up of the Soviet Union. A large company has offered your 

client (an entrepreneur) $10 million for the satellite. He wants to know whether he should accept the offer and 

sell it. 



• Our client purchased a popcorn manufacturing plant that packages popcorn for two mid-sized brands. Once he 

saw the margins, he decided to manufacture under his own brand. What does he need to do? 

• You have a hot dog stand in front of your office. It serves the workers in your building and two neighboring 

office towers. You want to buy it. How much is it worth? 

• Your client has developed a new material for bathing suits and wishes to launch it. It is priced presently about 

twice as high as a regular suit. What do you tell him? 

• Your client is ABC Firm, a large diversified company with a consulting products division that produces a wide 

variety of beauty products. Five years ago, it expanded into the health care industry by purchasing Medical Firm 

XYZ, which sells over the counter allergy medication. Since it was purchased, the health care division has 

failed to deliver the growth needed to justify the multiple ABC Firm paid for it. ABC Firm feels it has already 

squeezed margins as much as possible, and now is looking for new sales opportunities. Medical Firm XYZ 

turned to Consulting Firm X to help identify potential ways to increase revenues. How would you approach this 

problem? 

• Your client is the largest discount retailer in Mexico, with 300 stores spread throughout the country. Let's call it 

MexCo. For several years running, MexCo has surpassed the second-largest Mexican retailer (250 stores) in 

both relative market share and profitability. However, the largest discount retailer in the United States, USCo, 

has just bought out MexCo’s competition and is planning to convert all 250 stores to USCo stores. The CEO of 

MexCo is quite concerned and asks you: How should I react? How would you advise the CEO? 

• Our client, Bank ABC is one of the "big 4" banks in Russia. These 4 banks account for about 80% of the 

retail/commercial banking revenue in Russia and are roughly equal in size. Bank ABC does not have a good 

understanding of the profitability of its retail customer base and more specifically individual segments. One 

segment that has been of particular concern to them is the "youth" customer segment. This group encompasses 

all customers under the age of 18. Bank ABC wants the consulting firm to determine the average annual profit 

of a youth customer as well as how they should strategize to maximize long term profits for this customer 

segment. 

• I recently worked on a project for an American cat food company which was thinking about entering the Latin 

American market. As a first step, identify how big of a market it might be entering if it begins selling cat food in 

Latin America. How would you go about making such an estimate? This same company has also been seeing its 

U.S. profits fall steadily over the last 2 years. They came to us to figure out why their profits had been eroding. 

How would you go about doing this? 

Sample Industry-Specific Questions 

Consulting (“fit”questions– see above for sample case questions) 

• Walk me through your resume. Tell me about yourself. 

• Why do you want to go into consulting? 

• Why this firm? 

• What is your biggest concern regarding a career in consulting? 

• What industry/work do you like? 

• Give an example of how you solved a work problem. 

• Give an example of how you handle conflict. 

• Name three weaknesses. 

• Tell me about a specific interest (or pick one from resume). 

• How do you prepare for presentations? 

• Your best friend is right here … what does he/she say about you? 

• Your learning team is right here … what do they say about you? 

• Give me an example of teamwork/leadership skills. 

• Do you think your GPA/GMAT score is an accurate indicator of your abilities/skills? Why or why not? 

• Who else are you interviewing with? Assume you get offers from all these other consulting firms. How will 

you make your decision? 

• Tell me about a company in your field of interest whose strategy you admire. 

• Give an example of time you spent on a team not in a leadership role. 

• Where do you think “chosen industry” will be in 5 years? 



Consumer Products/Retail 

• Why do you want a job in CPG/why do you want to work for our company? Why are you interested in a career 

in marketing/ brand management? What about your background, personality and skills makes you well suited to 

this type of work? 

• Give me an example of a well/poorly marketed product. 

• Give me an example of a good/bad advertisement. 

• Tell me about a new product you would like to launch. How you would do that? 

• What skills does a good brand manager need? Demonstrate that you have these. 

• Tell me about a time you led a team/project. 

• Can you give me an example of a failed team experience? Why did your group fail? 

• What product are you most loyal to? Why? 

• What is the target market for product x? How do you know? 

• If product x was a person, who would it be? 

• If you were setting up a business school, how would you position it and how would you go about getting it into 

the top ten? 

• If you had to market a new type of water, how and what would you do? 

• You are the CEO of McDonald’s and you need to double sales in two years. Disregarding profits, what would 

you do? 

• You are the #1 ketchup brand and there is a new entrant coming into the category. What do you do? 

• You have to go into a meeting with your boss who is a brand manager. You want to bring financials about the 

brand but the printer jams and can only print out 3 line items from the financial statements. Which 3 and why? 

• Why do you want to market credit cards? 

Energy 

• With the effects of deregulation, where do you anticipate our industry will be in five years? 

• Does it still make sense for energy companies to be vertically integrated businesses? What are the strengths and 

weaknesses of such a strategy? Are they a viable and sustainable business model? 

• How would you value a power plant? 

• What is project finance? What are its advantages and disadvantages? When should a company use it as a 

financing mechanism? 

• How would you value capacity (as compared to the energy revenue stream)? 

• What are X,Y,Z companies trading at? Why? 

• Do you expect current valuations to change given recent events in the industry? 

• How could we use the internet to improve our operational efficiency? 

• Our company wants to produce "green energy" using renewable energy resources. Is there a market for such a 

product, and does it make economic sense? 

Health Care 

• Describe an experience in which you have taken a leadership role. What did you learn from the experience? 

• Give me an example of how you have dealt with a difficult individual on a team. 

• Given your background, why do you want to be in …? 

• How would your friends describe you? 

• If you only had the resources to continue research on one drug - a potential blockbuster to prevent cavities or an 

AIDS drug that may save some lives but will likely lose money - how would you decide between them? 

• We have a drug that is entering three months behind the first in class; how do you price it? 

• Why do you want to work for this firm? 

• How does a job with XYZ company fit into your long-term plans? 

• What are three things that differentiate our company from our competitors? 

• Your client is a large, diversified medical supply company with an 80% share of the suture market. The CEO 

has just "heard" from a friend that a new laser technology can now serve the same purpose as sutures. What 

does this mean to her business and what should she do about it? 

• A clinical laboratory has 13 labs. It is looking to improve performance. What performance measures would you 

compare? How would you identify best practices? 

• Give us a little insight into what is happening in the health care industry. What does the yield curve look like? 



Investment Banking 


• Why Investment banking? 

• Why not consulting? 


• What are you looking for in a firm? 

• Which area could you see yourself working in? 

• How would you value this type of company? 

• Give me an example of a recent group you have been involved with. What role did you play? 

• How would your learning team describe you? 

• What was your favorite finance class and why? 

• How are your grades? Do you expect to be on the dean’s list after first year? 

• What are your other interests? 

• What is beta? 

• What kind of banking do you like best (cap mkts, M&A…)? 

• How does the I/S, B/S and CFS financial statements relate? 

• How do you perform a DCF valuation? 

• Explain the Black Scholes model 

• If one of your clients had extra cash laying around at the end of the year, what three recommendations might 

you give him/her to use that cash? 

• Give an example of working under intense time pressure or deadline? How did you handle it and react? 

• One company has a P/E of 10 and another has a P/E of 35. What might this difference represent? 

• What other sorts of firms are you interviewing with? 

• Assume you get offers from other major banks. How will you make your decision? 

• What is your perspective on recent major financial news? FED, Mergers, etc. 

Investment Management 

• Walk me through your resume. Tell me about yourself 

• Why Investment Management? 


• Where do you see the stock market going over the next year? 

• If I were to give you $10 million with which to create a fund, how would you invest it? (A good answer 

requires you to know where the equity and fixed income markets are today and to have a view on where they’re 

going in the future.) How would your answer differ if the fund were high-growth? Or created for retirees? 

• What do you think Bernake will do next and why? 

• What do you think makes a good fund manager? 

• What is your most impressive activity outside of school? 

• Give me a stock you like. What are its P/E, competitors & beta? Why is it a good buy? 

• What is one stock you don’t like? Why? 

• What have you been doing to prepare yourself for this career since coming here to Wharton? 

• If I’m CEO of Dell, what sorts of questions do you want to ask me to forecast the performance of my stock? 

• What do you think about the fixed income market right now? 


• What other sorts of firms are your interviewing with? 

• Where do you see yourself in five years? 

• What is your greatest weakness? 

Manufacturing 

• Why are you interested in the Aerospace Industry/our Company? 

• What characteristics do you have that are important to this industry? 

• What steps would you take to expand our market share? 

• How do you feel about unions? How would you handle a dispute with a union? 



• How do feel about the relationship between state and market in the European collaboration? What made it a 

success? 

• What interests you in this industry/company? 

• What do you feel are major globalization issues? 

• What would be your suggestions for entering a new foreign market? 

• If CAFÉ standards increase, how will this affect the industry? 

• Should we enter the SUV market? 

• How can we cut vehicle development time? 

• Should we extend benefits to same sex partners? 

• How will the increase in gasoline prices affect the automotive industry? 

• Give me an example when you have worked on a team project and it has not been successful. 

• Why do you think the agrochemicals industry is in the shape it is? 

• What do you see as the next big market for xyz chemical company? 

Media & Entertainment 

• Corporate Strategy – Where do you anticipate the music industry will be in five years? In your opinion what are 

the steps necessary to ensure a profitable industry sector? Do you feel the music industry has embraced the role 

of technology in their business plan? What would be your recommendation for further partnership in this area? 

• Finance – What are the most important indicators of a financially successful company in this industry? 

• Business Development – Tell me about a new business or business partnership that you think would be 

successful. As a member of our group, how would you go about researching and implementing this idea? 

• Marketing – How would you position XYZ product relative to that of our competition? What is your favorite 

TV show that we distribute and why? Pick a product or service and explain how you could better the marketing 

and/or distribution model. What is your perspective on the international market (i.e. Asia)? 

Private Equity/Venture Capital/Buyouts 


• Why Private Equity (or VC, LBO depending on the firm)? 

• So what do you know about us? (i.e. Why this firm?) 

• What do you like about our firm? 

• Why not IB? 

• What is it about your previous experience that makes you think you would work well in private equity/venture 

capital/this firm in particular? 

• What is your approach toward clients? 

• How do you deal with conflict? 

• You understand that we are a smaller firm. We are only eight general partners. Why would you want to come 

work in such a small environment that some might consider unstable at times? 

• Where do you think the PE market is going over the next 5 years? 

• What other sorts of firms are you interviewing with? 

• Describe an interest. 

• If your learning team were here, what would they say about you? 

• Assume you get offers from others. How will you make your decision? 

• What would you consider the 2 or 3 most important things to consider when looking at a buyout of a mediumsized 

(say $50 million) company? 

• How do you value a company? (DCF, public transaction, market comparables) If you are making an investment 

in a private company, how would you value this company? Any other ways to value it? How would you 

calculate WACC? Which cash flows would you discount in DCF? How would you calculate terminal value? 

How would you account for fact that comparables are public whereas the firm we were valuing is private? 

• How would you decide how much to leverage a company (APV, Financial Distress, Info Assyms)? This is an 

LBO-type question. 

Public Interest/Nonprofit 

• Why do you want to work in this public interest (or nonprofit, education, government, etc.) sector? 

• How is your past experience relevant to this job/internship? 



• Why did you decide to get your MBA if you want to work in this public interest field? 

• What skills do you bring to this sector? How would they be useful for our work? 

• How have you demonstrated commitment to this career while at Wharton? Prior to Wharton? 

• What are you hoping to get out of this job/internship? 

• What do you want to do after Wharton? Where do you see yourself in 5 years? In 10 years? 

• What are your salary expectations? 

• Why do you want to work for this particular organization? 

• Can you give me an example of your experience working with limited resources? 

• Tell me about your experience building group consensus. 

• How would your current co-workers describe your work style? 

• [If targeting a specific location] Why do you want to work in this country/region? 

• [For international development] Describe what you think are the differences between working in a developing 

country versus a developed country. 

Real Estate 

• Why real estate finance and not real estate development? (or the reverse of this) 

• What do you specifically like about our firm? 

• What is your background in the industrial (or other segment) market? 

• How long do you plan to stay in real estate? Why would you leave? (are you really committed)? 

• What are the hot markets and how long do you think they will remain hot? 

• What is a cap rate? How would you develop a capitalization rate for a class A office building in NY? 

• What is your opinion as to the growth/consolidation of the REIT market? 

• What property sector do you find most promising? Least desirable? 

• What is FAR? Why is it important? 

• If you had $100 Million dollars, where would you invest it? Why? 

• If you were preparing a memo for a real estate investment committee, what would you include? 

• What are the 3 methods of appraising a property? 

• What is a triple net lease? 

• What is an expense stop? Why is it important to the landlord? 

• What sector of real estate are you interested in? Why? 

• How would you value an office building? Retail building? 

• What is FFO? Why do REIT analysts use it? 

• Is the housing market overvalued? 

• Do you think real estate investors are justified buying at lower cap rates? Why or why not? 

• What real estate classes have you taken? 

• Two properties are across the street from each other in Midtown Manhattan. The properties look exactly the 

same from the outside. Why might one be worth more than another? 

• What is NOI? How do you compute it? 

• Why this part of real estate (example: development of commercial office)? How does that fit with our 

organization? 

• Do you see a problem with private equity firm borrowing short and buying long? 

• For people with any experience in real estate: What was your best project and why; what was your worst project 

and why? 

• What is CMBS? 

• What opportunities exist for our company in real estate? 

• What is LTV? 

• What kind of leverage can you get on a fairly well-leased office building? Would it all come from one lender? 

How would that leverage be priced in today's markets (spreads)? 

• What is mezzanine financing? 

• What's the relevance of the amount of floating versus fixed rate debt a REIT or Real Estate company has on 

their balance sheets? Is one better than the other? 



Sales & Trading 

• Why Sales and Trading? Why not Banking or Consulting? 

• Do you see yourself in Sales or Trading? Why? 

• Do you see yourself in Fixed Income or Equities? Why? 

• What is your personal risk profile? 

• What are your biggest weaknesses? 

• What are your 3 biggest failures? 

• What would your friends say about you? What about your enemies? 

• What has been the most challenging part of your Wharton experience? 

• What is your opinion on the markets and the economy? Be prepared to defend. 

• Sell me 100 shares of Morgan Stanley stock. 

• Pitch me 2 stocks. Tell why you like it, what it is and has been trading at, who the competitors are and why you 

like the one you chose best. Know earnings and news releases on the stock as well as how the current market 

conditions and macroeconomic factors will impact the stock price. For detail-oriented interviewers, know the 

beta of the stock. 

• What is duration? What is convexity? 

• What is more convex: a treasury bond, cap or caption? 

• What is a credit? How does it impact stock and bond prices? 

• What are the inputs to the Black Scholes model? What are the limitations to the model? 

• Answer this simple math question (tests your ability to multiply numbers in your head). 

• What is a swap? How do you unwind a swap? (For those who express interest in derivatives) 

• What is the long bond trading at? What have been the recent trends in the long bond? 

• What does the yield curve look like? What about the swaps curve? (for those who express interest in 

derivatives) 

• What is the unemployment rate? GDP? Inflation? Fed Funds rate? 3-month LIBOR rate? 

• What do you think Bernake’s next move is and why? 

• How would you use derivatives to hedge interest rate exposure? What about credit exposure? 

Strategic Planning & Corporation Finance 

• Why have you chosen a career in corporation finance? Why this industry? Why this company? 

• Give me an example of a time when a project you worked on failed. 

• If you were a controller in charge of our manufacturing facility in the Bahamas, what numbers would you use to 

measure performance? 

• We’re contemplating a new fabrication facility. How would you get an NVP for us? What cost and revenue 

drivers would you consider? Where would you get this data? Describe your model. 

• Where do you see yourself five years from now? 

• How does M&A activity in banking affect our industry? 

• We are having trouble managing our (division). What do you think the key performance metrics might be and 

how might you go about improving them? 

• How would you go about valuing our (division) for a potential sale/spin-off/liquidation? 

• Our division is thinking of introducing a (such and such) new product. How would you go about determining if 

this is a good idea? 

• How do you see your career progressing in our firm? 

Technology/Telecommunications 


• Why High-Tech (telecom, software, hardware, etc.)? 

• How did you become interested in software/hardware/networks? 

• Why do you want to work for this firm? 


• Where do you see yourself in five years? 

• Describe the most significant leadership position you’ve held. 

• What industry publications do you normally read? 



• Explain a situation where you made a lasting impact on an organization. 

• What company in the market do you admire most and why? 

• Define leadership in your words and give a personal example. 

• What is your greatest weakness? 

• Who are our competitors in XXXX? 

• How good are you at negotiations? Give me an example. 

• We’re considering incorporating XXX technology into our products. What factors would you consider in 

making this decision? 

• Should we consider manufacturing and distributing the XXX device through our channels? 

• Explain a high-tech product or service to me in non-technical terms 

• What do you consider a well-marketed technology product? Who would you say are that product/company’s 

competitors and why? 

• Why is content piracy of particular concern to us as a company? 

• I have $10 million to invest in your idea/startup/whatever you recommend to me. What would you suggest? 




CHAPTER 8: OFFER MANAGEMENT 

This chapter discusses evaluation and negotiation, the key elements of managing offers and is organized into the 

following sections: 

• What is Offer Management? 

• Management of Job Offer(s) 

• Importance of Offer Evaluation 

• Framework for Evaluating Job Offers 

• Job Offer Negotiation 

• Communication of your Decision 


• Appendix 

WHAT IS OFFER MANAGEMENT? 

Offer management refers to the series of decisions (evaluation) and actions (potential negotiation) you will 

undertake during the period when a job offer is extended and when you accept or decline that offer. 

When you receive a job offer – or multiple offers – you will need to evaluate each one carefully. The evaluation 

process is the primary and required element of offer management. The main goal of this process is to take the 

opportunity to make the right decision. How much time you will use to evaluate an offer depends on your 

knowledge of the position and company, your desire for the position and the complexity of the offer as well as the 

amount of time the company has allotted you to decide. 

Negotiations (on job content, compensation, time to evaluate the offer, etc) may also be a part of the evaluation 

process but are not a requirement. Prior to negotiating, be aware of the potential risks (e.g. damaging a relationship, 

appearing entitled, demonstrating lack of knowledge of the industry/company, etc) and prepare for the discussion. 

After the evaluation process you will need to do one of the following (see “Communication of your Decision” 

section of this Chapter): 

• Accept the offer without negotiating 

• Accept the offer after negotiating specific aspects 

• Decline the offer 

MANAGEMENT OF JOB OFFER(S) 

Offers typically come verbally from a hiring manager and are followed by an official offer letter. If you do not 

receive an offer letter from the company, it is wise to request one. During business school, the nature, details and 

complexity of the offer letter will vary from one company to another and may be standardized or “boiler plate.” As 

your career progresses and you are seeking more executive level positions, the complexity of the official offer letter 

will likely increase. 

Regardless of your intent, it is important to take the following steps with an employer after receiving an offer: 

• Thank the company for the offer 

• Convey enthusiasm for the position and a potential future with the company 

• Avoid giving the hiring manager an immediate answer, unless you are ready to accept 

• Clarify any details on which you are uncertain 

• Indicate your desire to carefully consider the offer. Establish a reasonable time period to evaluate the 

opportunity. Be aware that companies often want to keep your evaluation time to a minimum (and would prefer 

Chapter 8 | Offer Management 1


your answer immediately) so that they can fill their staff needs and manage their yields. Communicate that time 

to evaluate the offer/conduct due diligence is in the best interests of both you and the company 

• Continue communicating with the employer throughout the evaluation process 

• Be prepared for tactics designed to pressure you into making a quick decision 

Even after an offer has been extended, you are being evaluated. Behave in a way that keeps the hiring manager 

excited about the potential for you to join the organization. 

IMPORTANCE OF OFFER EVALUATION 

While you should be evaluating your interest in the position/company/industry throughout the entire job search 

process, offer evaluation is the final part of this process. Deciding whether or not to accept an offer takes careful 

consideration. Consider all factors and be sure to: 

• Make the right decision for you and your career 

− Make sure the offer matches your competencies, interests and values (see Chapter 2). Focus on whether the 

specific role, salary and benefits and location of the position meet both your current and future career goals. 

Your decision will impact your future ability to pursue certain career paths. Think about addressing 

questions on this career decision during a future interview; having to spend time discussing a poor career 

decision in an interview takes focus away from your current skill set and ability to meet the needs of the 

potential company. It could also raise questions about your self-awareness and decision-making ability. 

• Make the right decision for the company 

− Companies spend a significant amount of time and resources preparing for your arrival and training you to 

meet your job responsibilities. Resigning after the firm has invested in you can damage relationships with 

your network and waste company resources. 

• Maintain relationships with your networking contacts 

− The relationships you built as you network and interview should continue into the future. If you focus on 

one industry/function during your career, it is likely that you will encounter the same people again during 

your next job search. Whether or not you accept the offer, it is vital that you work to maintain these 

relationships throughout the process. 

FRAMEWORK FOR EVALUATING JOB OFFERS 

Each individual makes decisions based on a different set of priorities. Consider utilizing the process below to 

conduct your evaluation. 

STEP 1: Re-evaluate/assess your priorities, values, professional needs and expectations (see Chapter 2). Make a 

ranked list of criteria (e.g. desire for autonomy, desire for power, prestige, flexibility, etc) you want to use in your 

decision making process. 

STEP 2: Understand your offer(s). Review the compensation information you gathered during your market research 

(see Chapter 3) and networking (see Chapter 4). Evaluate your offer based on specific categories (e.g. position, 

company, potential for advancement, compensation & benefits, non-salary benefits and lifestyle). For a list of 

questions to assist in this evaluation, see the Appendix of this Chapter. Denote the items for which you want/need 

more information from the company. 

STEP 3: Contact the company to get more information on areas identified in Step 2. 

STEP 4: Rate the offer(s) based on the criteria identified in Step 1. 

STEP 5: Evaluate your findings. Does the position meet the criteria that are most important to you? If not, is there 

potential for negotiation on these criteria? If the position does meet your criteria, it may be a good match for you. 



Tips: 

1) Be thorough. Compile the necessary information to conduct a complete evaluation. Identify current 

employees who know the organization and the position you are evaluating, and ask them questions to 

assess if the position meets your needs. Seek input from people who maybe unfamiliar with the position 

(e.g. your spouse, partner, children or other family) but will be impacted by your decision 

2) Be true to yourself. Try not to allow your feelings to be clouded by other people’s values, expectations, or 

pressures 

3) Be realistic. Few jobs are perfect and all will require tradeoffs. Ask yourself if the offer you are considering 

is a step – small, medium, or large – towards your desired career 

JOB OFFER NEGOTIATION 

If your evaluation process identified areas where your criteria (e.g. priorities, values, professional needs and 

expectations) have not been met, you may decide to negotiate. Prioritize your list of unmet needs by ranking them 

according to how important each is to you. 

“Negotiation is a must” is a myth. Negotiation is not required, nor is it a process where you tell somebody what you 

want and expect them to give it to you. Rather, negotiation is a process of give and take. You have needs (specific 

role, compensation, etc) and the company has needs (e.g. desired start date, etc). If you extend yourself to meet the 

company’s needs, the company will be more likely to meet your needs. Do not ask for something that is not realistic 

for the company to provide; it wastes time and could damage your reputation. Remember that if you are successful 

at obtaining additional compensation, benefits and/or other considerations, there may be increased expectations for 

your performance. 

MBA job offers that come from the Wharton on-campus recruiting process tend to be very structured without room 

for negotiation or flexibility on job content, salary and timeline for decision making. After business school, firms 

tend to be more willing to negotiate when you have multiple offers and/or bring something unique to the company 

and when their hiring needs may be more pressing. 

Be prepared to accept the offer if the employer agrees to your terms. Negotiation is a serious discussion about 

changing the offer into one you can accept. If you would not be willing to accept the offer with the incorporation of 

your terms, do not negotiate; decline the offer gracefully. 

Preparing for your Negotiation 

Prior to engaging in a negotiation, focus on the following guidelines: 

• Determine what you want and assign priorities to your needs. The priority you have assigned to each unmet 

goal will determine the sequence of items you will negotiate and will dictate what you are willing to give up. 

Avoid negotiating for more than 2-3 items. Know what you would accept –what would enable you to say “yes” 

to the offer – and know what is not acceptable 

• Learn about the company’s process and needs. Employers feel a sense of “win” if they take great candidates 

away from their competitors and “loss” if they lose candidates. If you negotiate without being aware of the 

company’s perspective in this regard, you may be thought of as entitled or difficult 

• Learn what is typical or realistic in the industry/company. Identify standards and precedents to support your 

goals. When helpful, utilize Wharton’s Career Report, professional associations, networking or published salary 

surveys 

• Determine with whom to negotiate and confirm that person’s ability to make decisions. When possible, 

negotiate with the person who made the offer or signed the offer letter. Ideally, this is someone with whom you 

have rapport from the interview process. Learn as much as possible about this person’s goals for the negotiation 

• Prepare to communicate your value. What do you bring to the position that another candidate does not? Why 

should the company change their standard package for you? Answering this can be difficult, particularly if you 

are a career changer without direct relevant experience to the position 

• It is likely that you will be at a disadvantage in the negotiation process. The person you are negotiating with will 

likely be familiar with this kind of conversation and comfortable and skilled at negotiations. Even with a 



number of other offers, you are not in a position of power. While the employer has the power to meet your 

terms, he/she is likely to have at least one candidate waiting to take your place 

• Practice. Know what you are going to say and how you are going to say it. Think of different scenarios that 

might occur during the conversation and try to prepare for as many as possible 

Timing your Negotiation 

Once you decide to negotiate, timing your negotiation is the first vital step. 

• Do not negotiate until after you receive an offer; you have no leverage until this point. Attempting to negotiate 

before an offer is formally received could significantly damage your chances of getting the offer at all 

• Do not attempt to negotiate when the offer is initially presented. Express excitement about the offer and request 

time to digest the information (e.g. “Thank you so much for the offer. I am very excited about the opportunity to 

work for Firm XXXX. Let me think about the information and I will get back in touch with you in the next few 

days with follow-up questions”) 

• Negotiate after you have completed your evaluation of the position and are well prepared for the conversation 

• Negotiate prior to the decision date. Negotiation is a time-consuming and serious task. Plan ahead and schedule 

ample time so that you will not feel pressured to alter your negotiation. If you need more time than was 

scheduled, ask for it 

• Negotiate within the appropriate time in the company’s process. Many firms prefer negotiation to occur before 

an official offer letter is written, as that document requires your signature 

Conducting the Negotiation (the “how to”) 

Negotiating is about meeting the goals of both you and your prospective employer –not about winning or losing. 

Thinking about the process in terms of meeting the goals of each party will best facilitate a positive outcome. 

• Negotiate face-to-face (if possible) so you can read and/or adjust to the hiring manager’s body language. If it is 

not possible to negotiate in person, telephone is acceptable. Do not attempt to negotiate via email 

• Set the appropriate tone. Be enthusiastic about the offer. Indicate that you are honored and excited by the 

prospect of joining the organization. Use open-ended word choices. Be cautious with the use of words like 

“must have,” “always,” or “never.” Listen and allow the hiring manager time to respond to your concerns. 

Keep the conversation positive – make it clear that you want to work at this company. Avoid burning bridges by 

being overly aggressive in the negotiation 

• Communicate how strongly you are leaning toward accepting (if that is appropriate). For example, say, “I am 

really excited about this offer. Before I am able to accept the opportunity, I have a few questions…” or “I think 

we are in agreement on most of these items. If you could provide a package that includes $X more in salary, I 

could accept right now.” 

• Be aware of the hiring manager’s perspective. Listen and watch carefully to understand the hiring manager’s 

verbal and non-verbal responses regarding the likelihood of identifying a mutually agreeable package. Position 

yourself on the same side as the hiring manager 

• Be honest about your thought process. For example, say, “I am very excited about the offer but I am struggling 

with whether or not I would gain enough exposure to XXXX in this role. Gaining exposure XXXX is my 

primary goal for my next position. Is there any way to structure my role to include more opportunities in 

XXXX?” or “This term of the offer gives me a problem because…” or “While I am very excited about the offer, 

I was a bit disappointed by the salary figure. I was expecting something more in the range of XXXX to 

YYYY.” (XXXX = a fair salary ; YYYY = ideal salary) 

• Treat your negotiation partner with respect. You will want to build on your relationship with that person beyond 

the offer negotiation. Politely accept the hiring manager’s decision – whether or not it is in your favor 

• Be patient and recognize that the hiring manager may not have the authority to grant your requests without 

internal discussion 

• Lay out all items for negotiation up front. Do not be the “one more thing” person. Negotiate job content, 

authority or staff support first since they drive salary. Negotiate base salary before moving onto other 

components of compensation such as bonus, performance criteria, and benefits/perks 


COMMUNICATION OF YOUR DECISION 

Accepting an Offer 


Once you have decided to accept an offer, call the company representative who formally extended it. Avoid leaving 

a voicemail with your acceptance. If you must, leave a voicemail asking them to call you. If you do not hear back 

from the contact, follow up with another telephone call. 

If you engaged in any negotiation, make sure that your offer letter reflects the newly agreed upon terms. If it does 

not, send an email to the hiring manager indicating your excitement to start working as well as confirming the 

agreed upon details of the offer. 

When accepting your offer, be sure you understand the proper procedure. Some companies require a formal written 

letter of acceptance, while others only require a phone call or email. Be sure to confirm your start date and any other 

relevant logistics. 

It is also advisable to notify other people (advocates) in the company with whom you spoke that you have accepted 

the offer. Thank them for the time they took interviewing you or answering your questions and let them know you 

are thrilled to join the organization. 

It is poor practice to hold onto offers you know you are going to decline. Current Wharton MBA students should not 

hold more than three offers at one time. 

Declining the Offer 

Whether you immediately know that you do not want to take the offer or whether you were not able to successfully 

negotiate, it is important to turn down the offer gracefully, professionally and with consideration for the company. 

Communicate your decision to the company as soon as possible. Avoid burning bridges – it is a small world. 

When declining, call the company representative and thank them for the offer to join the company but explain that 

you will not be accepting it. Avoid leaving your decline message on a voicemail. If you cannot connect over the 

phone with the contact, leave a voicemail and follow-up with an email. Be sure to mention in the voicemail that you 

are sorry you were not able to connect over the phone but you wanted to provide them your decision in as timely a 

manner as possible. 

Ensure that your communication is direct and clear but also want be kind and gracious. Share your decision making 

thought process. Explain that the decision was very difficult for you because of A, B and C (e.g. you were impressed 

by the culture, the people, the type of work, the impact of the firm, etc). Sample language could be “While this 

sounds like a wonderful opportunity, I feel that at this point in my career another opportunity would be better suited 

for me. I enjoyed meeting you and the team and hope our paths will cross again.” 

Focus on specifics that the hiring manager can not argue with such as: 

• “I wanted to ultimately work for a restructuring group, in healthcare, etc. …” 

• “I personally feel I fit better with firm X … “ 

• “For personal reasons, I found the Denver location to be the compelling factor …” 

NOTE: When declining MBA summer internships you may want to more thoroughly explain your thought process 

and ultimate decision to the company contact. Furthermore, if there is a skill set that the summer internship will 

provide you that would be beneficial for the position at the company you are declining, mention that a summer 

experience in XXXX will give you XXXX which will make you a stronger more valuable asset to them next year. 

If you think you may be interested in joining the company full-time, keep the lines of communication open during 

the summer (e.g. send them an email mid-summer letting them know what you are doing and that you would like to 

continue conversations next year). 

Lastly, be sure to contact all individuals within the firm who have been helpful to you during the job search process 

and communicate your decision. Thank them for their time and explain your reasons for not accepting their offer. 


CONCLUSION 


After reading this chapter you should understand that your journey to the right job does not end the moment an offer 

is extended. Managing job offers is part of the job search continuum and requires the same focus, diligence and 

attention as networking, writing resumes or interviewing. Use this chapter and the sample offer evaluation questions 

in the Appendix to prepare yourself to respond well to offers. Successful job candidates are comfortable preparing to 

receive offers and evaluating them fully before making the final decision. 

APPENDIX 


• 101 Salary Secrets : How to Negotiate Like a Pro (Daniel Porot & Frances Haynes) 

• Are You Paid What You're Worth? (Michael O’Malley) 

• Get Paid What You're Worth: The Expert Negotiators' Guide to Salary and Compensation (Robin Pinkley & 

Gregory Northcraft) 

• Haldane's Best Salary Tips for Professionals (Bernard Haldane Associates) 

• Negotiating Your Salary: How to Make $1000 a Minute (Jack Chapman) 

• Perks and Parachutes: How to Negotiate Your Executive Contract (John Tarrant) 

• The Quick Interview and Salary Negotiation Book (J. Michael Farr) 



• Job Star (http://jobstar.org/tools/salary/index.php) 

• Pay Scale (www.payscale.com) 

• Pay Wizard (www.paywizard.co.uk) 

• Salary Expert (www.salaryexpert.com) 

• Salary.com (www.salary.com) 

• Totally Financial (www.totallyfinancial.com) 

• Wall Street Journal (www.careers.wsj.com) 


• MBA Career Report (including archives) – provides placement and compensation data based on reporting from 

last year’s 1st and 2nd year classes. This is an excellent resource for compensation information based on 

industry, function and geographic location 

• Salary, Negotiation & Timing Reports – provide a general sense of the hiring timetables within a given 

industry. Reports are in PDF format and broken down by class, geographic location and industry. The 

information provides a sense of when and through what channels offers in particular industries are secured 



Questions to Evaluate an Offer 

The Position – Identify answers to these questions before or during interviewing; doing so post-offer is too late. 

• Are the day-to-day tasks routine or project oriented? Does the position require individual or team work? What 

degree of variety is there? What degree of independence? What degree of intensity? 

• On what will you be evaluated? How? By whom? For assignments abroad, clarify whether annual reviews and 

any promotions are the responsibility of home or assignment country office; for a foreign-owned firm, are 

procedures and standards those of headquartered country or the U.S.? 

• What percentage of your work involves skills you do not yet have? What effort will it take to learn these? 

What training or support is provided? 

• What parts of the job are you already competent in? What percentage of your work time will involve these? 



• How big is your work group? What's your role in it? 

• Who do you report to? Who does your boss report to? Who reports to you? 

• What degree of independence will you have? How is your work supervised? Who gives you work? What 

needs approval? 

• What time do people in your position get to work? Leave? What about supervisors? Weekends? Seasonal? 

Project-based overtime? 

• Do you have an office? Cubicle? Desk in a bull pen? Are environment and colleagues congenial? 

• What percentage will you travel? Short, home-based trips? Long-term assignments? Weekends? 

• What could cause you to fail? How high is the risk you run? 

The Company 

• Reputation or prestige 

• Size and sales 

• Growth/positioning 

• Profitability 

• Stability 

• Integrity/ethics/values 

• International operations 

• Importance of your division or group to the company as a whole 

• Quality of management 

• Management style: Hierarchical? Team or consensus-oriented? Do people wander into each other's offices or 

arrange meetings? Communicate by memo or by phone? If the company is foreign-owned, what percentage of 

management is American? How does this affect management style? Communication informally across levels 

or only within? 

• What is the company’s culture? Does the company value....Innovation? Accuracy and precision? Results? 

People? Does it fit your skills and values? Does the company welcome and value people of differing cultural, 

ethnic, or racial backgrounds? 

• How does the future look for the company as a whole? For the department/group you'll be working in? 

Potential for Advancement 

• How long does it typically take to get promoted to the next level? 

• How does the position fit with your long-term goals? 

• What are the career paths of those above you? Of top managers in the organization? 

• What is the average timing of promotions? Flexibility for exceptional performance? 

• Will you have the ability to move cross-functionally? 

• How transferable are your skills and experience after two-year, three-year, five-year tenure? 

• What is the availability of additional training or education? 

• What is the compensation potential? 

• Is transferring or relocating necessary or desirable for advancement? At what stage of career? Domestic or 

international? 

• If initial assignment is abroad, what level/title can you expect when repatriated? What degree of effort will you 

have to put in to make this happen? What has been the experience of others in the company? 

Compensation and Benefits – Ask these questions between receiving and responding to the offer. 

• What is the base salary? For international assignments, will salary be in home or assignment country currency? 

Exchange bands to protect against wide foreign exchange swings? 

• What have bonuses been for this position/department for the past several years? 

• How quickly can I expect my base salary/total compensation to grow? 

• What is the authorized salary range for this position? 

• What is the bonus potential – starting or annual? How does individual performance affect annual bonus? Equity 

or profit-sharing potential? 

• How are annual salary bonuses determined? Average percentages in recent years? 

• Are medical and dental coverage provided? What are the costs? 



• What is the vacation policy? Annual paid home leave from international assignment? What is the sick time 

policy? 

• Is there a relocation expense or allowance? How is this paid (i.e., reimbursement with receipts or lump sum 

beforehand)? For international assignments, consider weight limits, shipment of car, appliances (or allowances 

for these, method and timing of shipment, storage in home country, relocation costs upon completion of 

assignment). 

• What is the maternity/paternity leave policy? 

• Is there childcare assistance? Real estate broker's fee? Paid trip to seek housing? Lodging costs while between 

homes? Housing allowance while on international assignment? In which currency? Relative to what 

expenditures? Assistance in maintaining home country residence? 

• Tax consultation and equalization for international assignments? 

• Cost of living allowance on international assignment? How calculated? How paid? 

• Educational benefits? Language training for self, family on international assignments? 

• Company car? 

Non-salary Methods of Compensation 

• Assistance with interest on loans 

• Child's college expenses 

• Club association/Membership 

• Commuting expense/parking 

• Company car 

• Dental insurance 

• Disability insurance 

• Equity/Stock options 

• Expense account 

• Flex time 

• Incentive savings 

• Laptop or personal computer 

• Life insurance 

• Maternity/Paternity leave 

• Mobile phone or pager 

• Moving/Relocation expenses 

• Office furnishings 

• Paid vacation 

• Public transportation reimbursement 

• Retirement/401K plan 

• Sick leave 

• Sign-on bonus 

• Yearly bonus 

• Optical insurance 

• Profit sharing 

• Automobile payment deduction 

• Education reimbursement 

• Frequent flyer/Travel clubs 

• Childcare expenses 

• Termination agreement 

• Company recreation facilities 

Lifestyle – Identify these answers prior to interviewing & offer 

• Location? Climate? 

• Proximity to family or friends? 

• Proximity to major urban center? 

• Housing costs? Housing availability? Other living costs? Taxes? 



• Childcare or education systems? 

• Recreational or cultural opportunities? 

• Employment opportunities for spouse or partner? Company assistance with this? 

• Commuting distances and costs? 

• Social prospects for self? For partner or spouse? 

• Long-term financial goals? 

• Long-term professional and personal prospects for self and for partner or spouse?

CHAPTER 1 - Wharton MBA Career Management - University of ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?