Use These Key MBA Networking Strategies Before and After Graduation
In a competitive job market, current MBA students and recent graduates need to figure out how to stand out among their peers and make themselves attractive to potential employers. One of the most fundamental ways MBAs can maximize employment prospects, is to improve their networking skills.
Networking may be more than just a good employment strategy—it is actually a vital tool. According to Mark Brostoff, Assistant Dean and Director of Graduate Career Services at USC Marshall, “A successful job search begins and ends with successful networking. Networking should be one of the primary job search tools when pursuing a career,” he told MetroMBA.
With the advent of social media, networking is now an everyday part of our lives. Your internet presence is now a huge part of your job search. Brostoff highlights the unique value of maintaining the right kind of web profile: “Networking these days are [sic] both personal, as well as online, so maintaining a professional online appearance is extremely important before, during and after graduation.” Always keep in mind that while social media is a great way to communicate with friends and family, your online accounts are also a way of presenting yourself to potential employers.
The idea of MBA networking strategies may seem mystifying at first but as Terra Saltzman-Baker, the Director of Career Connections at UCSD’s Rady School of Management, assures, the idea is more ingrained within us than it may seem. “Quite simply, it means connecting with people. The more people that know you’re looking for a new job, or are changing your career focus, the more those around you may be able to assist.”
Successful MBA networking strategies are not only about reaching out to employers. An equally important move, and the first step in the process, is to inform those around you about career plans and ambitions. You never know how those in your social circle may be able to connect you to your ideal job. As Saltzman-Baker puts it, “it’s not just about the person you’re talking with, but those in their circle that they may think to connect you to.”
While it is a sensible move to use all of the online tools at your disposal, remember not to rely solely on the online communication that those platforms provide. Networking is all about building real relationships with others. At the heart of networking means valuing the quality of connections over quantity. Furthermore, connecting with others is not about simply finding those who can help you in your job search. Rather, the best networks benefit everyone involved. “Never mistake activity for progress,” says Dr. Janis Moore Campbell, Ph.D., the Director of Graduate Professional Development at Temple’s Fox School of Business.
“The best networking happens when people gather to learn from one another or to help one another,” she continues.
Stephanie Johnson, the Director of MBA/MS Career Services at Drexel University’s LeBow College of Business, also stresses that both parties must work together in order for the relationship to have any value. “Remember that networking is a reciprocal relationship, whenever possible, build mutually useful relationships where you aim to give before you expect something in return. In other words: “those who have given also receive.”
Stephanie Johnson, Director, MBA/MS Career Services – Photo via Drexel.edu
Perhaps one of the best MBA networking strategies is that it is never too early to start. The most successful networks are built before an MBA candidate begins their program, and then continue to evolve during and after school. Saltzman-Baker frames it simply: “The key is to start early. Don’t wait until you’re looking to make a change to use this strategy, but instead keep this up on a regular basis—you never know what may happen!”
Drexel LeBow Professor Talks Pitfalls of Paid Parental Leave Laws
Natalie Pedersen, Assistant Professor at Drexel University’s LeBow College of Business wrote an opinion piece for the Philadelphia Inquirer in which she examined the dilemmas many companies face surrounding parental leave for new parents. The main issue Pedersen explored in the article was the complexities of accommodating the needs of new mother versus new fathers.
Well-meaning employers have faced costly legal battles for providing too much leeway for new mothers. Estee Lauder, for example, employed a policy in 2013 that gave new mothers six weeks of paid parental leave in addition to paid time off to recover physically from giving birth. Fathers, under the company policy, earned two weeks of paid parental leave. This seemingly compassionate policy was actually the justification for a class-action law suit against the company. JPMorgan Chase & Co. is facing a similar class-action lawsuit for offering “primary caregivers” 16 paid weeks of parental leave after the birth or adoption of a child, but only two weeks for the nonprimary giver.
According to the Equal Employment Opportunity Commission, the policy violated the Equal Pay Act of 1963 and the Civil Rights Act of 1964, both of which do not allow companies to pay employees differently and offer different benefits based on gender.
In fact, under federal law, U.S. employees are not guaranteed any paid parental leave whatsoever. The Family and Medical Leave Act (FMLA) does require that some employees are given three months unpaid parental leave.
Pedersen sites studies that show that giving new parents time off of work is important for several reasons. Babies whose parents stayed home with them when they were newborns have been shown to have higher IQs and decreased infant mortality rates. Pedersen also mentions that paid leave is a wise move on the part of employers, because it will strengthen employees’ loyalty to the organization.
Companies who wish to provide benefits for new parents that extend beyond the minimum requirements of the FLMA do have options. Employers can give paid parental leave, so long as they are cautions about adhering to the parameters of the law. In fact, they can even offer slightly different benefits for new mothers and new fathers without legal ramifications. Birth mothers are recuperating from the physical aftermath of pregnancy and birth, so they can receive paid time off for medical reasons, whereas new fathers are ineligible for this benefit.
Natalie Pedersen teaches legal studies at LeBow College of Business, and has been published in several journals, including the Journal of Empirical Legal Studies and the Hofstra Labor and Employment Law Journal. She earned her BS in economics from The Wharton School at UPenn and a JD from Harvard University.
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