Ross EMBA Recommendation

I Letter of Recommendation
II Notbale Recommendation Questions
III Assessment Grid

You can download a PDF of the exact form your recommender will see below.

Download Michigan Ross Full-time MBA, Part-time MBA, EMBA Recommendation Questions 2016-17

This recommendation form is for the Michigan Ross EMBA 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 Evening & Weekend MBA applicants submit one recommendation.

Your chosen recommender should have firsthand knowledge of your professional skills, abilities, and performance. We strongly suggest that your recommendation come from a direct supervisor, if possible.
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A common myth is to have the most senior individual at an organization complete the recommendation. In reality, obtaining a recommendation from someone who can share broad themes coupled with specific work examples is most advantageous.

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.

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I Michigan Ross EMBA 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.

  1. Please provide a brief description of your interaction with the applicant and, if applicable, the applicant’s role in your organization. (50 words)

  2. 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)

  3. Describe the most important piece of constructive feedback you have given the applicant. Please detail the circumstances and the applicant’s response. (500 words)

  4. (Optional) Is there anything else we should know?


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II Notable Michigan Ross EMBA Recommendation Questions

Aside from the typical questions Ross asks recommenders (Name, Address, Phone etc.) here are some notable short answer questions you should be aware of.

  • Context of Relationship
    • Current Employer
    • Previous Employer
    • University/Academic
    • Extra Curricular/Community
    • Other
  • Nature of Relationship
    • Direct Supervisor
    • Other Supervisor
    • Advisor/Mentor
    • Colleague/Peer
    • Direct Report
    • Indirect Report
    • Client/Customer
    • Business Partner/Investor
    • Vendor
    • Professor/Instructor
    • Other
  • How long have you known the applicant? __Years __Months


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III Michigan Ross EMBA 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.

Initiative

  • 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

Results Orientation

  • 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

Communicating

  • 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

Influence and Collaboration

Professional Impression, Poise and Presence

Respect for others

Team Leadership

Developing Others

Change Leadership

Trustworthiness/Integrity

Adaptability/Resilience

Self Awareness

Information Seeking

Analytical Thinking

Problem Solving

Strategic Orientation

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