THE COMPETENCIES OF THE NEW GENERATION VISÀ-VIS THE DEMANDS OF GLOBAL COMPANIES
NewGen CENTRE TALENT
STUDY MAY 2013
Manuelle Malot Manuelle Malot is the head of EDHEC Business School’s NewGen Talent Centre, created in November 2012. She has been Director of careers and prospects at EDHEC for more than fifteen years. A specialist in access to the job market and in the ways competencies change response to the markets, she consults with companies on hiring and provides diagnoses of competencies for recent graduates and experienced managers alike. She is the author of «Recherche d’emploi, mode d’emploi» (Éditions du GO) and has published three editions (Éditions A2c Médias: 2010, 2011, 2012) of the Guide to International Recruitment Programmes. She also contributes pieces to diverse media, on- and off-line. Manuelle Malot has degrees from EDHEC and from CELSA, a graduate programme of the Université Paris IV Sorbonne. Amélie Leprince Amélie Leprince is a statistician by training and a senior project manager at the NewGen Talent Centre at EDHEC Business School. For the last ten years, she worked in research and forecasting for a major international corporation as well as for a marketing research firm. Amélie Leprince has a graduate degree in statistics from the CNAM.
METHODOLOGY The results presented in this document are taken from several surveys or studies: EDHEC STUDIES
OUTSIDE STUDIES
Study of the hiring criteria of 347 global companies: characteristics of the graduate recruitment programme offers and of the competencies required by the companies offering these programmes.
Universum 2013 : survey of 14 700 business students (career objectives and draws of particular positions).
Qualitative survey of fifty participants in graduate recruitment programmes: the soft skills used, initial expectations, fulfilments, disappointments. Assessment of EDHEC soft skills: survey of the companies having hired 357 EDHEC Grande Ecole interns in 2012.
THE COMPETENCIES OF THE NEW GENERATION VIS-À-VIS THE DEMANDS OF GLOBAL COMPANIES
Deloitte april 2013 : survey of 1 065 students (the ideal company of the future) on the ideal workplace and ideal career.
THE COMPETENCIES OF THE NEW GENERATION VIS-Ă€-VIS THE DEMANDS OF GLOBAL COMPANIES This inaugural study of the NewGen Talent Centre of EDHEC Business School examines the motivations and competencies of the new generation. Beyond the widespread argument about the supposed inability of the younger generations to adapt to corporate culture, we have looked into the competencies that companies see in the new generations. Although the millennial generation, or generation Y, may be the subject of many studies, the motivations and soft skills of this generation have, surprisingly, been neglected. Comparing several in-house and outside studies of the expectations and competencies of the latest generation of graduates and the hiring standards of more than three hundred global companies, we have identified reassuring convergences.
Far from not fitting with the business world, recent graduates are hailed for their ability to learn, to work together and to communicate—these attributes are considered essential by companies. For the rest, their expectations of variety of assignments, international mobility and professional and personal growth are consistent motivations in view of their competencies and of the stated needs of companies. Finally another positive note : the workplace is still a place of personal fulfilment for a large majority of students.
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STUDENT MOTIVATIONS: THE EXPECTATIONS TRIPTYCH INTERNATIONAL EXPERIENCE, VARIETY AND GROWTH ARE THE CAREER OBJECTIVES MOST IMPORTANT TO THE NEW GENERATION OF GRADUATES
INTERNATIONAL Experience
VARIETY
PERSONAL GROWTH
Opportunities for international experience weigh heavily in the choice the first job. The desire for PERSONAL AND PROFESSIONAL GROWTH, as well as for the ACQUISITION OF NEW COMPETENCIES, is the students’ second greatest expectation. The third is a need for VARIETY OF ASSIGNMENTS.
THE FACTORS OF THE ATTRACTIVENESS OF A POSITION1 Contrary to what people say about the latest generations, students are seeking above all opportunities to work abroad and ambitious and challenging positions. They are also seeking variety of assignments, together with a great deal of responsibility. Finally, circumstances permitting growth and learning add greatly to the appeal of a position as well.
Opportunities for expatriation or for travel abroad
48%
47%
Ambitious/challenging work
41%
Variety of assignments
High degree of responsibility Professional development and training
THE COMPETENCIES OF THE NEW GENERATION VIS-À-VIS THE DEMANDS OF GLOBAL COMPANIES
32%
29%
THE IDEAL WORKING ENVIRONMENT2 Eighty-one percent of students aspire to an international work environment. Nine out of ten stress the importance of a variety of missions. Team and community spirit are ever more important.
THE IDEAL CAREER2 Students surveyed about career progress consider MOVING UP OR ACROSS THE RANKS the first pillar of motivation. Then come INTERNATIONAL MOBILITY and ACQUIRING NEW COMPETENCIES. The three main components of a ‘brilliant’ career:
CAREER OBJECTIVES 1 1
Work/life balance
2
Intellectual or competitive challenge
3
International career
1
Moving up or across the ranks
2
International mobility
3
New competencies
International experience, swift progress, accumulation of knowledge and experience, significant personal growth’ (source: a participant in a graduate recruitment programme)
Sources : 1 Universum 2013 2 Deloitte 2013 (L’entreprise idéale de demain)
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STUDENT COMPETENCIES THE FIVE SOFT SKILLS MOST FREQUENTLY MASTERED EDHEC STUDENTS ARE EVALUATED FOR MANAGERIAL COMPETENCIES (SOFT SKILLS) BY THEIR INTERNSHIP SUPERVISORS AT THE END OF THEIR GAP YEAR. AT THE SAME TIME, WE ASK OUR STUDENTS TO EVALUATE THEMSELVES ON THESE VERY COMPETENCIES.
ABILITY TO LEARN
TEAMWORK
INTERPERSONAL AWARENESS
RESULTS ORIENTATION&DRIVE
SELF-AWARENESS - PERSONAL EFFECTIVENESS
SKILLS MOSTLY REMARKED BY COMPANIES 5%
6%
36%
59%
Ability to learn & Grow
46%
48%
Teamwork
Excellent (scores >=9)
THE COMPETENCIES OF THE NEW GENERATION VIS-À-VIS THE DEMANDS OF GLOBAL COMPANIES
6%
5%
5%
52%
54%
59%
42%
41%
36%
Interpersonal awareness
Results orientation & drive
Self-Awareness / Personal effectiveness
Good (scores between 6 and 8)
Less good (scores <=5)
A SHARED VISION OF THE COMPETENCIES DEPLOYED 10
8
6
4
2
0 Ability to learn & Grow
Teamwork
Assessment by companies
Students have a very accurate view of their mastery of these five same skills. They are most highly ranked by companies for their ability to learn and grow and for their teamwork, the two very skills they themselves consider their strengths. They underrate slightly their interpersonal awareness, as their companies consider them better than they themselves do.
Interpersonal awareness
Results orientation & Self-Awareness / drive Personal effectiveness
Student self-assessment
(Average score over ten)
THE FIVE SOFT SKILLS MOST FREQUENTLY DEPLOYED AND MOST COMMONLY MASTERED ARE IDENTICAL FOR ALL CATEGORIES OF STUDENTS:
• MEN AND WOMEN • FRENCH CITIZENS AND INTERNATIONALS • ALL STUDENT SPECIALTIES
Source: 357 students from the class of 2013 evaluated by companies
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THE SKILLS GLOBAL COMPANIES EXPECT TO HOME IN ON COMPANIES’ EXPECTATIONS OF RECENT GRADUATES, WE IDENTIFIED 347 GLOBAL FIRMS CHARACTERISED BY RECRUITING COMMUNICATION AND HIRING TRACKS DESIGNED SPECIFICALLY FOR SUCH A TARGET GROUP. ALL OF THESE COMPANIES COINCIDE ON THREE ESSENTIAL HIRING CRITERIA.
1
Academic excellence
2
International outlook
3
Detailed list of character traits
These soft skills are explicitly mentioned in the descriptions of graduate recruitment programmes. Self-awareness/personal effectiveness is the most frequently mentioned competency (by 59 percent of companies), whereas nearly half of our sample consider communication skills and teamwork necessary.
For 40 percent of companies, an international outlook, interpersonal awareness, motivation/ambition and results orientation/drive are highly prized.
Self-awareness / Personal/ Personal Effectiveness Self-awareness Effectiveness
59.0%
Communication SkillsSkills Communication
45.7%
45.7%
Teamwork Teamwork
44.3%
Internationally-minded Internationally-minded
42.0%
44.3% 42.0%
InterpersonalInterpersonal Awareness/People skills skills Awareness/People
41.0%
41.0%
Motivated / ambitious Motivated / ambitious
41.0%
41.0%
Results Orientation & Drive Results Orientation & Drive
39.0%
Analytical SkillsSkills Analytical
33.7% 33.7%
Ability toAbility Learnto&Learn Grow & Grow
31.7% 31.7%
Technical &Technical Business Knowledge & Business Knowledge
31.3% 31.3%
CreativityCreativity & Innovation & Innovation
30.7% 30.7%
Leadership Leadership
28.3%28.3%
Enthusiast / Energetic Enthusiast / Energetic Ethic/integrity Ethic/integrity Involvement Involvement in extracurricular activities in extracurricular activities Entrepreneurial SpiritSpirit Entrepreneurial
THE COMPETENCIES OF THE NEW GENERATION VIS-À-VIS THE DEMANDS OF GLOBAL COMPANIES
39.0%
18.0% 18.0% 10.7% 10.7% 8.3% 8.3% 7.0% 7.0%
5
COMPANIES AND RECRUITMENT PROGRAMMES SPECIFICALLY FOR RECENT GRADUATES OUR SAMPLE IS MADE UP OF 347 COMPANIES OFFERING 1 184 DIFFERENT GRADUATE PROGRAMMESâ&#x20AC;&#x201D;THAT IS, 3.4 PROGRAMMES PER COMPANY. THE LENGTH OF THESE PROGRAMMES RANGES FROM SIX MONTHS TO FIVE YEARS, WITH THE AVERAGE IN THIS SAMPLE BEING TWENTY-FOUR MONTHS. FORTY PERCENT OF THESE COMPANIES OFFER A SINGLE INTEGRATION TRACK, WHEREAS 28 PERCENT OFFER MORE THAN FIVE.
A GREAT VARIETY OF INDUSTRIES All industries are represented in this means of recruitment meant specifically for recent graduates. Broadly speaking, financial institutions, in particular banks and insurance companies, large employers of recent graduates, account for one quarter of our sample.
Financial Institutions, Banking, Insurance
25.9%
Industry
20.5%
IT / Telecom
10.1%
Consulting
9.2%
FMCG
8.4%
Energy
7.8%
Pharma / Healthcare / Biotech / Chemical
5.5%
Retail / e-business
5.2%
Transport / Logistic Entertainment & Media
2.6% 1.7%
Textile
1.2%
Public Administration
1.2%
Tourism / Hospitality
0.9%
TRACKS EVER MORE SPECIALISED No field is an exception to the rule, and if, at the outset, the recruitment programmes were broad management programmes, companies are now offering tracks specialised in engineering, finance, sales, marketing, human resources, the sciences and others.
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GRADUATE RECRUITMENT PROGRAMMES AS SEEN BY PARTICIPANTS THIS QUALITATIVE SURVEY WAS CONDUCTED AMONG PARTICIPANTS IN GRADUATE RECRUITMENT PROGRAMMES; IN ALL, FIFTY GRADUATES IN THIRTY-FIVE DIFFFERENT COMPANIES WERE SURVEYED.
THE SKILLS MOST CRUCIAL TO SUCCESS 1 2 3 4
Ability to learn
Results orientation & drive
Communication skills
Highly motivated, excellent ability to adapt, a good listener, and ability to think quickly and take decisions »
Good sense and adaptability above all»
Self-awareness - Personal effectiveness
GRADUATES’ OBJECTIVES ON BEGINNING THE PROGRAMMES 1
Learning and growing constantly and quickly
2
Getting a career boost
3
Discovering, through evaluations, the field you’re best cut out for
4
Acquiring an international perspective
THE COMPETENCIES OF THE NEW GENERATION VIS-À-VIS THE DEMANDS OF GLOBAL COMPANIES
One’s prospects depend on a thirst for knowledge and learning »
To move quickly up the ranks.»
ASSESSMENT AND CAREER DEVELOPMENT
On the whole, the graduates who took part in a recruitment programme express a great deal of satisfaction with the experience. Ninety percent of them would advise current students to experience such a programme for themselves.
It’s highly educational and I think it also gives you the time to mull over your career choices. Building a network, and increasing your visibility. A real springboard, in my opinion.»
Nearly 90 percent of the graduates say that the objectives ‘Learning and growing constantly and quickly’ and ‘Building a network’ are or will be achieved in large part or entirely. Seventy-five percent are satisfied with the experience insofar as the objectives ‘The attractive salary’ and ‘Getting a career boost’ are concerned. The only disappointment noted by graduates has to do with those who were not rotated abroad—in short, 20 percent of those surveyed said that they would not be ‘Acquiring an international perspective’.
Finally, 70 percent of the survey participants who had finished their graduate recruitment programmes think that the experience gave them a career boost.
I was able to get a position that is usually reserved for people with at least three years of experience. »
THE ADVANTAGES OF MENTORING AT THE BEGINNING OF A CAREER Nearly 55 percent of those surveyed benefited from coaching from a human resources manager and from mentoring from a senior company manager.
KEY FIGURES 54% signed their contracts outside of France The average programme lasted 25.9 months 92% of the participants did rotations during their programmes On average, 3.6 different assignments Half of the sample did one rotation or more abroad, outside of the country in which the contract was signed.
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THE COMPETENCIES OF THE NEW GENERATION VIS-À-VIS THE DEMANDS OF GLOBAL COMPANIES
CONCLUSION: THE NEW GENERATION AND GRADUATE RECRUITMENT PROGRAMMES MAKE A GOOD MATCH Recent graduates, then, are more likely to rise to the expectations global companies have of them than the media have sometimes suggested. They prepare to pursue their ambitions by developing the required skills in alignment with the needs of the business. This virtuous circle is heightened by the existence of recruitment programmes meant specifically for these recent graduates. Graduate recruitment programmes, a means of winning loyalty and a career-management
tool, are of great interest to the members of the younger generation, as they meet their aspirations for international mobility, variety of experiences and career progress. By looking after young peopleâ&#x20AC;&#x2122;s career objectives in these programmes, companies, for their part, become more of a draw, attract talented graduates from all over the world, highlight the diversity of their work and form their future senior managers from the outset of their careers.
THE NEW GENERATION OF TALENTS
AMBITIONS
SKILLS ACQUIRED GRADUATE RECRUITMENT PROGRAMMES
NEEDS
SKILLS EXPECTED GLOBAL COMPANIES
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FOR MORE INFORMATION ON THE WEB EDHEC NEWGEN TALENT http://edhecnewgentalent.com EMPLOYER BRANDING http://www.universumglobal.com/ L’ENTREPRISE IDÉALE DE DEMAIN http://www.deloitterecrute.fr/quelle-entreprise-pour-demain GLOBAL TALENT 2021 http://www.oxfordeconomics.com/my-oxford/projects/128942 ACQUISITION AND RETENTION IN THE WAR FOR TALENT http://www.kellyocg.com/Knowledge/Kelly_Global_Workforce_Index/Acquisition_and_Retention_in_the_War_for_Talent/
IN BOOKSTORES GUIDE TO INTERNATIONAL GRADUATE RECRUITMENT PROGRAMMES Manuelle MALOT 2012 Edition A2Cmédia
THE COMPETENCIES OF THE NEW GENERATION VIS-À-VIS THE DEMANDS OF GLOBAL COMPANIES
APPENDIX: THE 347 GLOBAL COMPANIES ANALYSED 3M / A.P. Moller - Maersk Group / AB AGRI / AB SUGAR / ABA Market Research / ABB / Abbott / Abercrombie & Fitch / Adidas / Aetna Inc. / AGCO / Air Products / Airbus / AKZONOBEL / Alliance Trust / Allianz / Alltech / Alpiq / Alstom / Alten Amazon / American Express / Amey / Andrade Gutierrez AG / Anglian Water / Aon / Apple / Arcadia Group / Argos / Arla food / Arup / ASDA / AstraZeneca / AT&T / Atos Origin / Auchan / AVERY DENNISON Corporation / Aviva / AXA IM / B&Q BABCOCK / BAE SYSTEMS / Baillie Gifford / BAIN&COMPANY / BAKER & McKENZIE / Balfour Beatty / Bank of America / Barclays / BASF / Bayer / BECHTEL Corporation / Beiersdorf / Bentley Motors / Berenberg Bank / Beumer / BG Group / BGL Group / BHP Billiton / BIL / Blackrock / Bloomberg / BMC Software / BNP Paribas / Bombardier / Borealis / Bosch / Boston Consulting Group / British American Tobacco / British Petroleum / British Sugar / British Telecom -BT / BSH Group BUPA / Canon, Inc. / Capgemini / Capital One / Cargill / Carlsberg Group / Carrefour / Casino Group / Caterpillar / Cemex Centrica / CH Robinson / Chaucer / Check Point / CHEP / CIGNA / CISCO Systems / Citi / Civil Service UK / CNH Case / COCA COLA / Colgate Palmolive / Commerzbank / Credit Suisse Group / CRODA / CSC / Cummins / Daimler / Dairygold Food Ingredients / Damco / Danfoss / Danone UK / DBS Bank / De Lage Landen International / DELL / Deloitte / Deutsche Bank / Deutsche Telekom / DHL / DIAGEO / Disney / DNV / Domeo / DONG Energy / DUPONT / EADS / EASYJET / EBDR / Edelman / EDF Energy / EMC² / Enterprise Rent-A-Car / Eon / Ericsson / Ernst and Young / Eurocontrol / European Central Bank / European Investment bank / Experian / Express Vending ldt / Faurecia / Fidelity Worldwide Investment / Ford / Forestry Commission / Fresenius Kabi / FSA / Fujitsu / GAZPROM / GDF Suez / GDF SUEZ Latin American / Genentech (Roche Group) / General Electric / General Mills / Generali / Genworth Financial / GKN / GlaxoSmithKline / Goldman Sachs / Good Year Dunlop / Google / Grant Thornton / Grosvenor / GUNNEBO / Hallmark / Hamilton Lane / Heineken Henkel AG & Co. KGaA / Hiscox / Hitachi Data Systems / Hoerbiger / HP / HSBC / IBM / ICAP / IFC / IKEA / IMERYS / Imperial Tobacco / Inbev / Infineon / ING / Intact Insurance / INTEL / INVESTEC / IPSOS MORI / ITG / ITV / Jaguar Land Rover / John Deere / Johnson & Johnson / Jotun / JP Morgan Chase / Kerry Group Plc / Kimberly-Clark / KPMG / L’Oréal / Lantmännen / Lazard / LEGAL GENERAL INVESTMENT MANAGEMENT / LINDE group / Lloyds Banking Group / Logica Lombard Odier / London Stock Exchange / Louis Dreyfus Commodities / Lux International AG / M&C Saatchi Group / M&G Investments / Macquarie Capital / Mahle / Marcus Evans / MARKS AND SPENCER / Marriott International, Inc. / Mars Mazars / Mc Kinsey / Meltwaters Group / Mercedes-Benz / Mercer / Merck / METASWITCH Networks / MetLife, Inc. / Microsoft / Mitsubishi UFJ Securities International PLC / Moodys / MORGAN ADVANCED MATERIALS / Morgan Stanley / Mott Macdonald / Mouchel / Munich RE / Musgrave / Nationwide / NEFAB / Nestlé / NEW ENTREPRENEURS FOUNDATION / Nielsen Company / NISSAN / Noble Group / Nokia / Nomura / Nordea / NORGES BANK IM / Novartis Pharma / Novo Nordisk Npower / Nuclear Decommissioning Authority / Nuon / Nyse Euronext / Ocado Limited / OCBC / ODDO / Ofgem / Oliver Wyman / Orange / Origin Energy / ORMIT & ING BELGIUM / OTIS / OUTOKUMPU / PA Consulting Group / Panasonic / PEPSICO / Philip Morris / Philips / Pictet Asset management / Pirelli / Poupart Ltd / PricewaterhouseCoopers / Procter and Gamble / Prudential plc / Prymian Group / PSA / Raytheon / RBC (Royal Bank of Canada) / RBS (Royal Bank of Scotland) RCM / Reckitt Benckiser / Renault / Rentokil Initial / RES / REWE Group / Rimes / Rio Tinto Alcan / Risk Management Solutions / Rolls-Royce / Rothschild / Russell Investments / RWE / Santander / Sappi / Schneider Electric / Schott / Schroders / SES Astra / Shell / Siemens / SKY / Smiths News Limited / Société Générale / SODEXO / Sony / Sopra Group Spencer / Stagecoach Group / Standard Bank / Standard Chartered / Standard Life / Starwood / Statoil / STEF-TFE / Straumann / SUEZ Environnement / Swiss RE / Syngenta / TATA / Tchibo / Telefonica / Telenor Group / Telstra / Tenaris Tesco / Texas Instrument / Thales / Thermo Fisher Scientific / Thomson Reuters / Threadneedle / ThyssenKrupp / Total / Towers Watson / Toyota / Trafigura / Transalta / TUI / Tullett Prebon / UBS / Unibail-Rodamco / Unicredit group Unilever / Uniqlo / United Biscuits / Vanguard Group / Vattenfall / Velux / Veolia / Vistaprint / Vodafone / Volvo / WestLB / Westpac / Whirlpool / Whsmith / Willis / Wolseley / World bank / WPP / ZF / Zurich Insurance
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THE COMPETENCIES OF THE NEW GENERATION VIS-À-VIS THE DEMANDS OF GLOBAL COMPANIES THIS INAUGURAL STUDY OF THE NEWGEN TALENT CENTRE OF EDHEC BUSINESS SCHOOL EXAMINES THE MOTIVATIONS AND COMPETENCIES OF THE NEW GENERATION. BEYOND THE WIDESPREAD
ARGUMENT ABOUT THE SUPPOSED INABILITY OF THE YOUNGER GENERATIONS TO ADAPT TO CORPORATE CULTURE, WE HAVE LOOKED INTO THE COMPETENCIES THAT COMPANIES SEE IN THE NEW GENERATIONS. ALTHOUGH THE MILLENNIAL GENERATION, OR GENERATION Y, MAY BE THE SUBJECT OF MANY STUDIES, THE MOTIVATIONS AND SOFT SKILLS OF THIS GENERATION HAVE, SURPRISINGLY, BEEN NEGLECTED.
ABOUT THE NEWGEN TALENT CENTRE EDHEC BUSINESS SCHOOL, WITH ITS 6 000 STUDENTS AND 24 000 GRADUATES, IS ONE OF THE SEEDBEDS OF THE GLOBAL SENIOR MANAGERS OF THE FUTURE. FOR MORE THAN FIFTEEN YEARS, COMPANIES HAVE BEEN DEALING WITH THE GLOBALISATION OF THE JOB MARKET AND MUST NOW ADDRESS SUCH THEMES AS SOURCING INTERNATIONAL TALENT AND RETAINING THEIR INCREASINGLY MOBILE EMPLOYEES. THE NEWGEN TALENT CENTRE, A PRIVILEGED INTERMEDIARY FOR THE LATEST GENERATIONS OF GRADUATES, IS A BODY THAT MONITORS THE DEALINGS AND MOTIVATIONS OF RECENT GRADUATES AND A LABORATORY FOR THE IDENTIFICATION, EVALUATION AND DEVELOPMENT OF FUTURE LEADERS. THE NEWGEN TALENT CENTRE IS AT THE NEXUS OF HIGHER EDUCATION, THE NEW GENERATION AND COMPANIES. OUR OBJECTIVE IS TO RESTORE MAGIC, SO TO SPEAK, TO THE TIES BETWEEN COMPANIES AND THE NEW GENERATIONS BY FOSTERING THE EARLY INVOLVEMENT OF COMPANIES IN SELECTION AND TRAINING AND BY ENCOURAGING EDUCATIONAL INSTITUTIONS TO ASSUME RESPONSIBILITY FOR THE PLACEMENT OF RECENT GRADUATES IN GLOBAL COMPANIES. THE NEWGEN TALENT CENTRE RELIES HEAVILY ON THE EDHEC CAREER CENTRE’S EXPERIENCE IN ORIENTING STUDENTS, IN IDENTIFYING AND SELECTING POTENTIAL LEADERS, IN EVALUATING AND HONING SKILLS AND IN STUDYING CHANGING HIRING PROCEDURES. THE TALENT IDENTIFICATION & CAREER DEVELOPMENT PROGRAMME, THE CAREER GUIDANCE AND MENTORSHIP PROGRAMME CONSIDERED OUR STRENGTH BY INTERNATIONAL ACCREDITING BOARDS AND ECONOMIC DECISIONMAKERS, DRAWS HEAVILY ON OUR KNOWLEDGE OF GRADUATE RECRUITMENT PROGRAMMES. THE NEWGEN TALENT CENTRE HAS RALLIED TO THE CRY (‘EDHEC FOR BUSINESS’) THAT MOST CLEARLY EXPRESSES THE STRATEGY OF EDHEC BUSINESS SCHOOL; THE CREATION OF THE CENTRE WAS MADE POSSIBLE BY CORPORATE DONATIONS MADE AS PART OF THE OF RISING TALENTS CAMPAIGN.
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