Video Regret Message: Priceless!!!

This is totally cool. When everyone else is ignoring your applications or merely sends out hundreds of standardized regret letters, tricks like this stand out.

A few days ago I applied for a Talent Management & Diversity position on LinkedIn. Today I received this link with a recorded regret message. Even though I was unsuccessful, it made me feel great, and now I have a positive opinion about Simpson Consulting, even though I really have no idea who they are. But they found a creative way to connect with their candidate base and they offer to stay in contact. In short - kudos!

Watch the video message here:  

Leadership, Power & Influence (Part 3): Brubaker

If you have not seen Brubaker, check out the trailer. Even a one minute account of the movie is sufficient to understand why it was chosen for our Leadership, Power and Influence course (also see Part I to learn how much stress I went through in that course and Part II for a music lesson in corporate management):


Robert Redford in the role of the new prison superintendent is trying to turn the place around doing virtually everything to destroy his personal power base and violating the most important rule, "Try not to make unnecessary enemies". Could Brubaker achieve more if he were more compromising? I don't know, but here are my key learnings from the movie:

• think what's right for all involved, not just for you or an abstract sense of justice;
• you can only change the system once you are in it;
• you can easily alienate your friends as well;
• if you keep doing same things, you'll continue getting same results (a variation of Eistein's take on insanity);
• respect is earned, not granted;
• change requires a lot of work and a high diversity of means: the process is painful and disagreeable;
• some SOBs will never respect you no matter what.

One thing that that does not sit well with me is that at Brubaker is portrayed as a hero, but what did he manage to achieve? How many people has he killed? What is going to happen now? He failed as a diplomat. He missed his chance to make others lives better. He will surely never be allowed near the prison management system again (only as a convict maybe). I don't buy this Hollywood interpretation.

I'm not sure if I have convinced you yet to (re-)watch Brubaker, but it's a great learning material to get your brain going on the matters of how you influence others to get the results you want.

Tough Day: Prudential Momentum assessment (Part 2)

As the Heathrow Express (nearly said Hogwarts Express…) is carrying me away from London, I would like to ponder on the key moments that I would like to take away from the last day, the day of my assessment for the Prudential Momentum Program. Yes, by the end of the day I was completely exhausted, but energized at the same time. It is a weird feeling of when physically your body is tired, but the level of excitement refuses to go – it happens when you work on exciting but challenging projects, undergo strenuous assessment or get married, I suppose.

The day of assessment brought me what was promised by Prudential and they worked hard on sticking to the time and ensuring that the schedule runs as planned. Two interviews (one business and one HR), a case preparation, individual and group exercises on that case and a peer feedback session at the end. As I mentioned yesterday, only 1% of the applications make it to the assessment center, so that was a motivational factor repeated several times as a kind of morale boost during the pep talks we had at the beginning of the day. The ratio candidatate:assessor of 1:1 also suggested that we were in for some serious stuff. Over coffee I had a chance to ask around about the backgrounds of the folks I would have to go through the day with – mostly British, mostly Finance and (a point in my favor) not MBAs.

The pace of the day does not leave you time for a leisurely comfort break and the lunch is tightly squeezed between assignments. This is also an exercise in managing your time properly, because the amount of information you have to process does not allow you make a thorough analysis of everything, so prioritization is important. Without disclosing the contents that much, here is an overview of the tasks that I went through:

• Business Interview: probably, the easiest part for me. We had a nice chat about my past work experiences with a guy who used to work for Shell, so it was easy to connect and draw on common experiences. In general, I find it very beneficial to find commonalities with the person who interviews you and try to establish a stronger personal bond. I know that it’s trying to skew the scales to my side using the similarity bias, and it does not work at all times, but hey – in love and war… 
• HR Interview: something new for me professionally – a semi-structured interview that is built to gather information about your personality through the experiences you had in the past. It’s narrative-based and there is a lot of latitude for the candidate to talk. I am always a bit wary of talking too much in such occasions. 
• Case Preparation: I was given a bunch of materials about a company and a specific business task. I am not sure if there is a variety of cases and one is selected to ensure that none of the candidates had explicit work experience in that particular industry, but at least that was the case with our group. One hour is enough to prepare for the individual and the group part of the exercise, but yet time is a scarce resource. One piece of advice – brush up your SWOT skills. Otherwise, it’s very similar to any case you would have at a business school, with financials and whole lot of other data cryptically scattered around. 
• Individual Presentation: you have to present back to a panel of assessors the results of the case preparation using any materials available. Even shorter time is allocated for their questions, but the questions are on the spot and some of those were quite unanticipated. 
• Group Exercise: the longest exercise of the day. The group (8 people in my instance) has to arrive at a unanimous decision around a business problem. Only three pieces of advice: collaboration, collaboration and collaboration. My personal challenge was, as usual, balancing not talking excessively but yet being heard and making a good impressing on the assessors. In the feedback session I got some positive comments on how I had done it. 
• Peer Feedback: to my utmost delight, this part was built in the official outline of the day – it is rather uncommon for events like that and it sends a strong message that the company is committed to personal growth of its employees, if it chooses to spend the assessors’ time on conducting those sessions during the assessment center. Mind that there will be official feedback provided at a later stage once the assessors’ opinions are aggregated and the hiring decision is made. This exercise is presented as a chance for the assessors to observe our abilities to give and receive feedback, but personally for me it was more important to hear from my partner how I came across throughout the day. 

It was also a great opportunity to meet the Prudential employees and ask them questions about the company, its culture, working there and their instant feedback on how they perceive you fitting in. Unfortunately, there was only one “momentee” but I did have a long chat with him about his experiences (at the expense of a larger chunk of my lunch though). Even though the time is limited, there are numerous occasions for networking and we all know that sometimes a rightly placed question can get you further than a full-hour interview.

I was promised the feedback and the decision within about 10 days. A bit long for my personal liking, but this is another indication that this whole process is taken seriously at Prudential. Indeed, this was a rewarding experience and irrespective of what the results will be, I am grateful I have gone through the process and already have learnt a lot.

It's a small but connected world - Prudential Momentum assessment (Part 1)

It's a small world we are living in - I think we have established that. Yet, every time I keep getting surprised when this proves itself over and over again.

Today was my big Prudential day: I went through the whole assessment center procedure as a part of the Prudential Momentum Program. We were congratulated early on that only 1% of all the applications make it to the assessment center, so everything I am going to be talking about below pertains to the 8 candidates and 8 assessors who took part in the event. I'll write about how it went a bit later and when I have more time, but just for now - how incredible is that:

• the Momentum manager is my ex-Shell colleague who used to be the HR offshoring project manager and was my contact in the Hague in the times when I was the HR Services Lead for Russia;
• one of the assessors held a short-term position in the Tax department in Shell Downstream;
• another assessor worked for Unilever - a company, which plant I am visiting later this week;
• I got a chance to talk in Afrikaans to another assessor because she comes from my beloved Pretoria;
• one of the 8 candidates graduated from the MBA program in IE just four months ago;
• another candidate is Russian and worked at Salym, a Shell JV I used to work with;
• yet another candidate comes from Romania and speaks fluent Russian.

The morale of the story is clear: the world is getting so interconnected that you need to take care of your reputation irrespective of where you are going and what you are doing, as you never know whom you are going to meet just around the corner in a place you least expect the encounter!

Resume Stuff

Just for some lazy but insightful reading :)

Here are two interesting links that I came across:

• http://blogs.hbr.org/silverman/2009/06/how-to-write-a-resume-that-doe.html

• http://blogs.hbr.org/silverman/2009/06/the-best-cover-letter.html

MBA in CSR? Why Not?

I am reposting this great blog post that I came across on the Vault website. Being "the HR guy" felt somewhat similar at my business school. Now doing a CSR consulting project and going through numerous corporate sustainability reports I see how the two are interconnected and what is more important I can clearly see the business case for both. So the business schools will have to adapt their curricula pretty soon (and most have started doing so already) if they still want to be perceived as "trendy" and "sustainable".

CSR is not about charity :)

Does an MBA in CSR Hurt Your Employability?

Posted on Tuesday, March 22, 2011 6:41:44 PM GMT   |  

What are some of the most common reactions I get when I say I'm a MBA in CSR candidate?

1. "Ah, the eco warriors!"

2. "So you study charities?"

3. "There is an MBA in CSR? You must be kidding me."

Okay, there's a fourth one.

4. A long pause and a blank face.

I am an MBA candidate specializing in corporate social responsibility (CSR) in one of U.K.'s top schools with a sustainability or environmental social governance (ESG) component in their curriculum. The program allows a candidate to choose between a general MBA and a specialization in finance, entrepreneurship or CSR.

MBA vs. an MBA in CSR

A few weeks into my second term, a non-CSR academic gave me some interesting advice. He said: Take the general MBA route than a specialized MBA in CSR, while following the same modules I have chosen. His reasoning was that having CSR on my certificate might influence my future career options.

For me, his advice meant one of two things:

• • That he did not think I had the right background to have a decent career in CSR.
• • Or that he thought I would do better in other areas.

Despite how much I enjoy my lectures and research, and my optimism for a career in CSR, his points were a big concern for me. And so, since our conversation, I started paying much closer attention to body language when meeting people in the field.

When I observed smothered cynicism, which was most of the time, I debated their views, hoping to reason the skepticism out. But the reality is that people who believe in CSR or CR are perceived as disconnected from the 'real' world. That they are tree-huggers or socialists, delusional about what makes the world go round.

CSR = Zero Business Skills?

My private equity and venture capital class professor's moniker for me is "the CSR person!"

There is a general perception that anyone concerned with CSR has no numerical skills or business acumen. Not to beat my own drum, but I had the highest score in finance, accounting and marketing in the program! Surely, I cannot go around telling employers that, or is that what it's come down to?

Business schools don’t function in a vacuum and the advice given to me is directly linked to this perception by employers and recruiters. For me, commerce and CSR coexist and my dual education equips me well for contributing much value to companies.

But, how do you communicate that to employers?

Sustainability & Business School Curriculum

There is certainly a growing interest in the field with several business schools integrating sustainability into the curriculum. Perhaps students have as much a role to play in encouraging the same leadership from the corporate world.

Only when employers demand candidates with CSR and ESG background to fill their non-CSR specific jobs like finance and marketing, can we see real change in the perception of studying business and corporate social responsibility.

MBA vs. Masters in CSR

Here's my evaluation of the worth vs. unworthiness of MBA programs: There are masters program that offer full CSR modules, (Masters of Science in CSR, in Sustainability, etc.) and then there are MBA programs with the option to specialize in CSR.

But I think an MBA is more valuable of the core concentration on business skills, which allows candidates to have a long term vision and strategically align product placement and strategic growth with CSR.

Personally, my favorite module last year was operations management, a subject I never knew I would enjoy as much as I did. My earlier perception of the usefulness of this proved completely wrong. After all, LEAN and supply chain management are just a few of the fundamental operations that augment CSR initiatives toward achieving a double bottom line right?

What if Your School Does Not Offer CSR Curriculum?

Of course, there are also many ways to bring up CSR in otherwise hard-nosed subjects like operations management, risk management, etc. For example, while I was taking the operations management class, I happened to be in a discussion with three other members who were also interested in CSR. Our common interest led us to form a group to study microfinance.

For that to fit our operations management project requirements, we studied the use of technologies to reduce cost of operations in MFIs. Problem solved!

--By Catherine C. Chong

Story-Telling and Social Media

I already talked about Jennifer Aaker as the guru of personal branding. In that blogpost I posed three questions:

• what sets you aside from the rest of the crowd?
• why is it difficult for others to be what you are?
• how do you communicate your personal brand?

Some of the answers can be found in Jennifer´s new book "The Dragonfly Effect", which mainly talks about how social media can help in building your personal brand. One of the four “dragonfly wings” that comprise the authors’ framework and give the book its name is engagement, which they define as “truly making people feel emotionally connected to helping you achieve your goals” through storytelling, authenticity, and establishing a personal connection.

Here is just one of the stories featured in the book... but how inspiring!

Social-media engagement: A case study from The Dragonfly Effect

Scott Harrison was at the top of his world. The 28-year-old New York–based nightclub and fashion promoter excelled at bringing models and hedge-fund kings together and selling them $500 bottles of vodka. He had money and power. Yet his lifestyle brought something else: emptiness. Harrison felt spiritually bankrupt.

So he walked away, volunteering to serve on a floating hospital offering free medical care in the world’s poorest nations. Serving as the ship’s photojournalist, Harrison was quickly immersed in a very different world. Thousands would flock to the ship looking for solutions to debilitating problems: enormous tumors, cleft lips and palates, flesh eaten by bacteria from waterborne diseases. Harrison’s camera lens brought into focus astonishing poverty and pain, and he began documenting the struggles of these people and their courage.

After eight months, he moved back to New York, but not to his former life. Aware that many of the diseases and medical problems he witnessed stemmed from inadequate access to clean drinking water, he decided to do something about it. In 2006, he founded charity: water, a nonprofit designed to bring clean and safe drinking water to people in developing nations.

Harrison launched the organization on his 31st birthday by asking friends to donate $31 instead of giving him a gift. It was a success—the birthday generated $15,000 and helped build charity: water’s first few wells in Uganda. In the three years that followed, Harrison’s simple birthday wish snowballed into donations that today total more than $20 million, translating into almost 3,000 water projects spanning everything from hand-dug wells and deep wells to protection for springs to rainwater harvesting. The organization has now provided clean water to more than 1.4 million people spanning 17 countries. Its success can be explained through four design principles for generating engagement with a brand through social media.

Tell a story. Harrison’s personal journey—evoking themes of redemption, change, and hope—engaged others on an emotional level. By candidly discussing in media interviews and YouTube videos why and how he started charity: water, the thoughtful, accessible, and youthful Harrison helped viewers fall in love with him and his cause.

Empathize with your audience. Let people engage with your brand to learn what’s important to them and how it relates to your campaign. charity: water evoked empathy through the use of photographs and videos that revealed the urgency of the water problem in the developing world. Instead of relying just on statistics, the organization promoted compelling stories that forced people to think about what it would be like to live without access to clean water.

Emphasize authenticity. True passion is contagious, and the more authenticity you convey, the more easily others can connect with you and your cause. Because of charity: water’s commitment to transparency, donors not only understand the history that gave rise to the organization but also know exactly where their money goes. Reports and updates on the charity’s Web site connect donors directly to the results of their generosity.

Match the media with the message. How and where you say something can be as important as what you say. charity: water has a staff member dedicated to updating various social-media platforms and creating distinctive messages for Twitter and Facebook fan pages. The organization also relies heavily on video. One of charity: water’s most effective video projects involved convincing Terry George, the director of the film Hotel Rwanda, to make a 60-second public-service announcement in which movie star Jennifer Connelly took a gasoline can to New York City’s Central Park, filled the can with dirty water from the lagoon, and brought it home to serve to her two children. The producers of the reality TV show American Idol agreed to broadcast the spot during the program, ensuring that more than 25 million viewers saw it.

The Morning Glory

The mother of the protagonist in The Morning Glory says,

At 28 having a dream is officially embarrassing. You need to stop until it's heart-breaking.

Crude as it may sound but that is exactly the message that the society is sending to us. This movie (no matter how flaky and Hollywood it might be) deals with two important topics related to motivation: dream jobs and spillovers.

The character of Harrison Ford has had it all. He's reported from a burning jeep in Kosovo, interviewed Mother Teresa and Dick Cheney, and generations of American grew up watching his broadcasts. Television has been his life and emptiness was what followed once he had been let go. His work spilled over into his personal life to such an extent that it nudged out everything else that was there - interests, friends, family... He grew into an old grumpy bitter ghost of a someone who used to be famous.

A young hardworking executive producer (played by Rachel McAdams) has the same spillover issues but she is on the uphill road and genuinely believes in what she is doing. She is passionate, committed and cutely naive. The drama starts unfolding when the two collide in the makings of a morning show, and neither will budge. Luckily for both (it's a Hollywood story after all - a happy ending is guaranteed), he finds meaning in his new job and she learns some important lessons:

• get a boyfriend (a cute one)
• keep your blackberry in the fridge (not Vitamin C type)
• do not tolerate non-professionalism (fire the bastards!)
• know the difference between the sexy job and the dream job

If you have not seen the movie yet, check out the trailer and maybe it will whet your appetite:

How's Beethoven's 5th similar to an iPod?

I don't think that there will be anyone over the age of 5 who would not recognize these two and a half bars of music when they hear them. The immortal Beethoven's 5th Symphony. For those of you who need some recollection, here it is (before we progress any further) conducted by spectacular Gustavo Dudamel:



When I got a home assignment to listen to Beethoven's 5th for the next class in our Connections & Inflections Course (can you believe that title is for real?!?!), amusement was too mild of a word to describe my feelings. Listening to music over the MBA course is a luxury one can hardly afford, leaving alone doing that for a grade. The following class was about innovation: how companies innovate, what is innovation exactly, can we agree on a common definition of innovation, etc., and the professor introduced this whole topic by comparing Beethoven's 5th with Mozart's 38, 39, 40, 41 and Haydn's 79, 80. They are similar in their form, but so radically different in composition. The classical sonata form is preserved:

... but the whole piece is so much more economical, shorter, contained... The first 3 bars is not a melody at all, it is rather a gesture - a gesture that gets repeated regularly throughout the entire piece - Beethoven never lets go: it's an experience of rhythm and we are manipulated by it.

So what made Beethoven break off the tradition set by the father of symphony (Haydn) and continued by the genius of Mozart? We claim that it is an example of disruptive innovation: finding a new way and deviating from the establishment. The language of Mozart and Haydn was exhausted and novelty was called for, even though this novelty came in the same old sonata form.

This is where the most interesting part comes: the iPod. Coming in the same old form of a cell phone, it has a totally new look and feel inside and largely performs a different function. It is another example of disruptive innovation (as contrasted to incremental innovation).

Humans cannot grow constantly: there is a limit to our development - is it the same for organizations? What model is most appropriate to describe innovation? We discussed the Sequoia Model: you must grow as high and as quickly as possible and stop once you are above everyone else in order to survive and reproduce. You cannot be too low, otherwise you won't get enough sunlight and attention; you cannot be too high, as there are dangers of breaking down or being hit by a lightening. So basically growth is locked in its essence - only organic and natural growth is good for you. Think how many companies "grew" themselves into oblivion...

Yet... tumor is also a growth, no?

Workplace Drinking

An amazing post from Vault - reminds me of the times when there was an open bar on Friday afternoons at the Cape Town Shell office. At the same time, I fired so many operators who reported drunk to work and failed the breathalyser test... Corporate and operating environments will ever have different standards on such issues as drinking and smoking purely on the safety grounds, but we also need to factor in the cultural differences: imagine a corporate party in Russia without a drink in the hand of the CEO.

Workplace Drinking Is Back, But With a Catch

Posted on Tuesday, March 15, 2011 8:28:29 PM GMT   |   Post a comment

Drinking on the job is back.

Or at least, that's what startups like Yelp and Twitter are promoting. Bloomberg's Businessweekreports that Yelp's headquarters in San Francisco is not only equipped with "a keg refrigerator" but it also "supplies its employees with an endless supply of beer."

What's the catch, besides the picture of perpetual hangovers and fraternity fests?

"In order to help keep folks drinking responsibly, everyone who drinks the beer must check in on an iPad, which records every ounce they take." And the logic is that because you don't really want to be on the top of that list very often, workplace drinking remains a privilege yet to be abused.

Not to be confused with images from Mad Men, the Bloomberg piece quotes a Twitter spokesperson saying, "We treat employees as adults, and they act accordingly."

These are just two examples, and ones that can easily be attributed to the work culture of small companies and entrepreneurial setups, which often tend to prescribe to a recipe of long hours and flexible days. But they also represent a large population of today's workforce.

So, is a generational trend of socializing, flexible work schedules, and a workplace culture that promotes freedom over regimental processes, bringing booze back to today's workplace?

Should it?

Leave a comment, email In Good Company or connect on Twitter. Does your company offer endless alcohol in the interest of higher productivity and committed employees?

Related:
Brewing Up Success: Career Advice From the Founder of Dogfish Head Beer
Managing Your Hangover at the Office

Online assessment tools

Have you recently had a chance to take an online assessment as a part of the recruitment process? I should tell you from my personal experience that those things can be quite tedious and long, but also you are constantly riddled by the question: how do I trick the system?

The system can be tricked - no doubt about that. I am making this bold statement purely because anything created by one human being can be reverse-engineered by another. In the past couple of months I have completed quite a number of various online questionnaires, forms, tests and other forms intended to find out who I am and what I do.

Undoubtedly, there are many advantages to using an online tool in the selection process: they save time, money, efforts and provide consistency alongside with objectivity. At the same time, inadvertently they will sort out potentially brilliant employees who get bored with online assessments / are having a bad day / press wrong buttons / or because the system has been configured improperly. Obviously, each company will be looking for different things in candidates and each assessment tool will be tailored made for them - there are no cookie-cut solutions when it comes to selecting future employees. Still, my success rate so far has been around 50% with those and I can never really predict if I am doing great or poorly on the test.

For instance, I applied for the Sony European Graduate Prorgamme. They offer you to rate the responses to typical management situations according to the degree of their appropriateness in that particular context. There are 20 of them and thinking of each one can get quite tedious. The system is fully automated and there is surely a cut off score that defines if you are progressing in the process of if you receive a "we are sorry" letter. Well, I did not get in.

A different example is The Momentum Programme at Prudential. Their online assessment tool is a combination of pre-selected response choices and free-text answers. While this approach is more time and effort consuming, you get much better results, primarily because they are qualitative.

Which one is better? As always - it depends. For the candidate, doing an automated "click-the-button" test is easier and faster: those normally get completed in about 20-40 minutes. Writing essays is more difficult and you need more time - it took me a couple of hours to complete the Prudential online assessment, but that effort paid off: I have received an invitation for the assessment center at the end of March in London. I am not sure what conclusions we can draw from this, but my observation is that when I get a chance to convey my personality and experience through a narrative, my results are much better. If I am dealing with a robot, I normally fail.

I am still undecided about online assessments. Yes, there are advantages as well as drawbacks and in some situations they can be real life savers. As long as one fully understands the risks associated with using those and uses the tools effectively, there are definitely large organizational benefits that can be reaped. In the meantime, I should be packing for London!

A fleeting visit to Morocco: Thoughs

This weekend I went to Marrakesh to get my busy head out of the orderly European life and immerse myself into the 1001-nights-like atmosphere of that ancient city. It was not my first visit - I have already visited Morocco back in 2007 when I virtually did a round-trip across the country: Casablanca, Rabat, Fes, Meknes, Marrakesh and Es-Saouira. I was thinking to myself then, "This will change in the next 5 years. With the rapid pace of development everywhere else in the world, this country will not escape the burden of modernization". This time around, I was travelling with a friend who said exactly the same thing, and now I am not really sure how much is going to change in the next 5, 10 or even 20 years.

Think of Morocco as a country where

• a red traffic light is merely a suggestion to the driver to look both ways before proceeding
• a signed contract is a great place to start negotiations
• travel is still measured in hours and days instead of kilometers
• mules, bicycles, camels, people and buggies are equal members of the chaotic mess lovingly referred to as "traffic"
• a bribe is not corruption but simply a "facilitation payment" to speed thing up
• in bars you will see only men, drinking beer and smoking cigarettes or shishas, while women stay in home taking care of the house and children
• telling lies is an acceptable negotiation practice (and oh so many tourists have suffered from that!)
• etc, etc, etc

How do you do business in that country? Surely not by deploying a pack of Western managers blindly believing that they are able to change people so that they adopt the Western cultural practices. To me that sounds like a sure way to schizophrenia: being one person at work and at home - another. At the same time I understand the business imperative to carry out transactions in a consistent fashion, with integrity and within the legal boundaries. The people issues in such cases are key: values transfer, adapting Western management practices, dealing with "double bind" issues... I would really enjoy an assignment like that :)

Female-dominated industries

In their recent study Forbes identified 20 industries where women outnumber men. Thus... while we are talking about gender equality in the workplace, the numbers tell us a different story.

Finance (Accounting, Auditing, Insurance, Assurance, etc.)

1. Accountants & Auditors (61.8%)
2. Financial managers (54.7%)
3. Insurance Underwriters (62.8%)
4. Tax Examiners, Collectors and Revenue Agents (73.8%)
5. Budget Analysts (59.3%)
6. Tax Preparers (65.9%)
7. Claims Adjusters, Appraisers, Examiners & Investigators (60.6%)
8. Financial Specialists (66.6%)

Communications/Social Skills

1. Meeting & Convention Planners (83.3%)
2. HR Managers (66.8%)
3. Advertising & Promotion Managers (56.5%)
4. Elementary & Middle School Teachers (81.9%)
5. Social & Community Service Managers (69.4%)

Health Care

1. Medical Scientists (56.9%)
2. Veterinarians (61.2%)
3. Psychologists (68.8%)
4. Registered Nurses (92%)
5. Medical & Health Services Managers (69.5%)

Operations/Administration

1. Education Administrators (62.6%)
2. Business Operations Specialists (68.4%)