This recommendation form is for the Michigan Ross MBA 2016-17 application season. Generally speaking recommendation forms do not change from year to year so it’s a safe bet to assume that the same recommendation form will be used during the 2017-18 application season. When the 2017-18 application goes live (summer 2017) the download file and this page will be updated.
Michigan Ross requires that MBA applicants submit one recommendation.
We require only one recommendation letter. We highly recommend selecting a recommender who can discuss your professional performance and work style. A current or former supervisor is an ideal choice. Other alternatives include a client, project manager, or professional mentor. Your application is not considered complete until we receive your recommendation.
– Michigan Ross Adcom
Before you ask someone for a recommendation it’s best to understand what types of questions the school will put to them. Asking the CEO of your company for a recommendation may be tempting, but will he/she be able to convincingly convey your strengths and weaknesses to the Ross Admissions Committee? The best recommenders are those that have observed you interacting with others on a regular basis.
After you input your recommender’s name and email inside the Ross application, he/she will receive an email directing him/her to Ross’s online recommendation form. Back to top: Outline
I Michigan Ross MBA Letter of Recommendation
Please answer the following questions and provide specific examples where possible.
Ross asks your recommenders to copy and paste their answers to the following recommendation questions into the online form. Although Ross indicates a word limit for each question, the online text box doesn’t truncate answers that surpass the word limit.
Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (50 words)
How does the performance of the applicant compare to that of other well-qualified individuals in similar roles? (E.g. what are the applicant’s principal strengths?) (500 words)
Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (500 words)
III Michigan Ross MBA Recommendation Assessment Grid
Ross asks recommenders to assess candidates on a number of competency areas. (Optional) Recommenders can provide any comments related to the assessment grid in an text box at the end.
In this section, you will find 16 competencies and character traits that contribute to successful leadership (Achievement, Influence, People, Personal Qualities, Cognitive). We acknowledge that all applicants have both areas of strength and areas of development. Your candid, honest appraisal will assist in evaluation of the applicant.
No basis for judgement
Willing to step in and take action when required to do so
Takes charge spontaneously when problem needs attention and no one steps forward
Seeks out new work challenges; tackles problems head-on and works to resolve them without delay
Proactively puts in extra effort to accomplish critical or difficult tasks, and persists in the face of obstacles
Actively seeks high impact and high visibility projects and steps up to challenge even when things are not going well; frequently takes actions that grow the team or organization
No basis for judgement
Fulfills assigned tasks
Takes specific, tailored actions to overcome obstacles to achieve goals; plans for contingencies
Acts to exceed goals and raise effectiveness of organization
Introduces incremental improvements to enhance business performance using robust analysis; sets continually higher goals for self and team
Invents new approaches and works to meet or exceed best-in-class standards and levels of performance
No basis for judgement
Gets point across; responds to explicit concerns when asked
Stays on topic; reframes statements when necessary to make clearer; organizes content so that it is easily understood; takes time to listen
Present views clearly and structures content to present views in a way that is logical and easily followed by a broad audience; acknowledges audience feedback
Explicitly structures content to engage specific audience segments; uses tailored language and examples that appeal to specific groups; asks pertinent questions; restates or paraphrases what others have said to check for understanding
Structures content for senior-level meetings and presentations and maintains composure when challenged; solicits opinions and concerns and incorporates them “in the moment” discusses them openly and adjusts communication