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đối phó với các sinh viên chuyên nghiệp trong suốt quá trình tuyển dụng. Do các cam kết danh dự được thực hiện tại các bài thuyết trình. Không cung cấp thông tin phản hồi như và khi cần thiết. Đừng ép học sinh để đưa ra quyết định sớm cung cấp. | 194 Hiring the Best and the Brightest They are hierarchical we MBAs will get lost in the morass of people. They are not agile or quick these companies are slow to change and to make decisions and act. We MBAs are scared of being bored or fear we won t continue to learn. The talent in the company may not be stimulating smart or ambitious. They offer inferior compensation to start with and limited future upside. They lack role models for us. While there is structured career development they may not have the flexibility or fluidity to allow someone to take on as much responsibility as quickly as he or she can handle it. It will take much longer to wear lots of different hats and gain exposure to a variety of work in an established company than in a start-up. Loyalty doesn t guarantee you a job as evidenced by the downsizings and rightsizings of the 1980s. You can t make an impact as fast as in a smaller younger company. Putting Net Start-Ups in Perspective On the flip side MBAs were attracted to start-ups and many still are as these young companies enter the second act of their evolution The potential to be part of something huge to make an impact and help build a great company The gold rush and the monetary upside when and if options still pan out Thrill of the challenge Variety and the ability to work across groups and gain diverse experiences The media idealization of start-ups with everyone becoming a millionaire overnight STRENGTH IN BUSINESS FUNDAMENTALS In making sense of these pieces of the puzzle why MBAs traditionally shied away from mature companies and were so drawn to dot-coms you can begin to formulate the aha here. If you know the misperceptions about you as a mature company you For Established Companies Here Today Here Tomorrow 195 can turn them around with examples to the contrary. Among the most pronounced strengths of established companies are what I call business fundamentals which start-ups most often lack. Examples include global or extensive .
