How and why an MBA can improve your career prospects.
The MBA has been gradually gaining recognition as a fundamental hiring qualification across the world over a long time period. It became a keystone of US corporate hiring practices in the 60s and 70s, with most Fortune 500 companies, consulting firms and banks treating it as a primary entry category.
This came later in other regions. London Business School and Manchester Business School entered the market in 1964 – the MBA is now as well entrenched in UK hiring practices as it was in the 60s and 70s in the US.
Other countries in Europe do not yet have this culture. For example, in Germany, the MBA wasn’t recognized until 1989, which means that awareness is still relatively low. While banks, consultancies and other global firms are beginning to adopt it, many engineering firms, for instance, remain unfamiliar with the MBA.
The dynamic is different in Asia. Though it is only in the last decade or so that credible schools have been established, there is a long standing culture of students going to North America or Europe, and returning to occupy senior positions. Thus the qualification has greater maturity. In India, employer demand is such that supply falls well short of demand. The QS Global Employer Survey shows there are now more MBA job opportunities there than in the US.
Why do employers value the MBA?
Employers wouldn’t pay salaries of US$90,000-120,000 – around double what a pre-MBA candidate could expect – unless they felt they were recruiting candidates who could deliver real value straightaway.
What is the value that an MBA engenders? It obviously differs from candidate to candidate. For a small minority, it is outstanding technical expertise. But for most generalists, the most important outcome is the development of leadership, interpersonal and team-playing skills. Without fail, QS employer research shows that, year after year, across all regions and industries, these skills are in the top three demanded by employers of their new MBA hires.
To this we can of course add the general management competencies built by the core modules of most programs, which allow movement from functional to managerial roles. A candidate must know a little about a lot, so they can sit equally comfortably in meetings with finance departments, marketing departments, and logistics departments, and have an understanding of what is being discussed and decided.
But without the softer skills, with which a manager can motivate, inspire and understand a diverse group of people, this knowledge can only take you so far. A weak candidate will not see this, while a strong one will understand and really focus.
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