Hispanic Professional by Marcus Villaca Design

2006 career conference & EXPO how to make the most of your time in cincinnati, ohio p. 79

hispanicprofessional the magazine of the national society of hispanic mbas fall 06

youâ&#x20AC;&#x2122;re hired!

17 winning interview tipS

resumes that rock 6 cell phones that mean business

tech exec rising star enrique vela of cingular wireless p. 41

introducing nshmbaâ&#x20AC;&#x2122;s new ceo

hispanicprofessional the magazine of the national society of hispanic mbas

Contents Fall06 13

21 13 Pronto

Degrees of Success Three

entrepreneurs who couldn’t have launched their businesses without their MBA. By Fred Cohn

16 Chapter Spotlight Chicago NSHMBA gets an A for its educational initiatives.

18 Must Haves

Six cell phones that mean business. By rebecca day

24 NSHMBA Voices Degrees of Success

Members speak out on the benefits — and, in some cases, liabilities — of having a mentor at the workplace. By F r ed C o h n

28 Resumé Rap

These days a good resumé and cover letter don’t cut it. You need to make them outstanding. Here’s how. By c h r is tay lo r

34 Industry Guide

Consulting How to land a job at one of the top consulting firms. Plus: Strategies to excel once you’re there. By C h r i st y Y o est

41 Rising Stars

Three ambitious executives have taken center stage at their respective companies. Read about their individual paths to corporate stardom.

46 A Little One on One

What does an interview look like from the interviewer’s chair? Here, top recruiters, career consultants, and psychologists offer shrewd tips and subtle tricks for moving from “How do you do?” to “When can you start?”

fall 06

hispanicprofessional the magazine of the national society of hispanic mbas

Contents Fall06 59

54 Return on Investment 79 The 17th Meet Lourdes Hassler, NSHMBA’s new CEO, who seeks to deliver “win-win” situations. Annual NSHMBA Conference 59 Leadership Lessons Guide This year’s NSHMBA Executive Summit offered plenty of take-home tips on how to strive for the top. By gwenda b l a i r

63 Defining Possibilities Destination MBA encourages students to take the B-school option.

By gw e nda bl a i r

67 Framing the Future Artist Jack Piña works in color but is also learning the black and white of running a successful business.

All you need to make the most of your time in Cincinnati 84 86 109 111 120 122 127 139 140 141 144 152

Agenda: What’s Happening, When, and Where Workshops and Seminars: Learn from the Pros and Earn CPE Credits Past Brillante Award Winners Marquis Events: Not-to-Be Missed Opportunities for Networking Conference Sponsors NSHMBA National Board NSHMBA Chapter Presidents Association Office Team Corporate Advisory Board Education for Success Initiative 5 Reasons Why You Should Get Your MBA—Now Inside NSHMBA

hispanicprofessional

industry

report

consulting Great pay, rubbing elbows with CEOs, and traveling the world. What’s not to like? by c h r i st y y o e st

OVERVIEW

In 1886, the Arthur D. Little company opened its doors in Cambridge, Massachusetts—and introduced a new concept to American business: The firm, which then specialized in technology research, offered services to other companies that until that point had been kept in-house. For the first time, the idea took hold that a company could contract out some of its functions to an outside specialist. Today the consulting industry consists of hundreds of firms ranging from small specialty boutiques to full-service global giants. Consultants offer a wide range of services— identifying trouble spots, providing in-depth quantitative and qualitative analysis, and offering recommendations for problem resolution. Many firms (although not all) will also stick around to implement those solutions. Although the industry has attracted its

share of skeptics—how can an outsider show up and tell management something it doesn’t already know?—many corporations are only too glad to seek consulting help on specific issues. For one thing, a pair of fresh eyes can bring a clean perspective on how to tackle a difficult issue. Even more important, in this era of cost cutting and efficiency, corporation seek to concentrate on core competencies and outsource for other skills.

HOT TOPICS

The consulting industry evolves constantly, reflecting shifting economic realities. Still, most consulting jobs that MBAs might target can be grouped under one of the following three categories: Management consulting The highest-profile segment of the industry, populated by big names like Accenture, A.T. Kearney, Bain

hispanicprofessional

& Company, Marakon Associates, Boston Consulting Group, Mercer Management Consulting, Monitor Group, and McKinsey & Company, along with many smaller firms. These companies offer strategic advice to the top brass of corporations, government offices, or nonprofit organizations. They address issues like pricing, marketing, new product strategy, IT implementation, or government policy. When a corporation is about to make a big decision—the elimination of a division, a major product launch—it will often call in the expert services of a consultant to predict the impact. This is the prestige end of the business—these firms charge the highest fees and dole out the biggest salaries. But management consultancies aren’t for sissies: These firms place strict demands on your time and your colleagues will (in the words of one consulting industry vet) “have the biggest attitudes.” Business Advisory Services These firms specialize in doping out the financial and tax implications of company decisions. Generally reporting to the CFO or CIO, they advise on issues like Sarbanes-Oxley compliance, corporate governance, and internal audits. Some have their roots in giant accounting houses (see “Return from Exile,” page TK). Specialists This group focuses on a particular industry segment, like technology, healthcare, or the public sector, or provide targeted services. For instance, an HR consulting company gives advice on workforce management issues—health and retirement benefits, performance and productivity measurement,

executive remuneration. Recently, a number of “boutique” firms, many of them started by veterans of large management consultancies, have entered the marketplace. These are smaller than the big-name strategy firms and work with a more specialized group of clients. Some examples: Cornerstone Research (litigation support), Gartner (high-tech research), Pittiglio Rabin Todd & McGrath (high-tech operations), Putnam Associates (pharmaceuticals, biotechnology, and medical devices). A boutique might concentrate on an area as specialized as HR role descriptions or expensing options.

Trends

Courting the Public Sector The economic downturn that followed the dot-com crash and 9/11 was especially painful for the consulting industry. Client businesses were cutting costs, and consulting tended to be classified as nonessential. The one client area that remained buoyant was the public sector, whose operations aren’t subject to the vagaries of the economy. Booz Allen Hamilton, PWC Consulting (now IBM Business Consulting Services), A.T. Kearney, and Bearing Point were able to take up some of the slack from their sagging bottom lines with the profits from their public-sector divisions. Other firms, like McKinsey and Bain, took note, and they’re now actively building their public-sector practices. Return from Exile Prior to the Enron scandal, the Big Five accounting firms had consulting arms. In the wake of Enron and SarbanesOxley, though, this portion of the industry

fall 06

Domingue. Numbers are always convincing and

HONEST TO A FAULT

Deal with any potential pitfalls by being “painfully honest,” advises former Yahoo! leadership coach Tim Sanders. If there are time gaps in your resumé, address them directly—perhaps you were taking a year to travel to Australia and New Zealand, as many students do, or you had to take time off to look after an ill relative. If you left a former employer, explain why, but do it without disemboweling your previous boss. Because if you harbor resentment against employers, that’s a red flag regarding your ability to work harmoniously with others.

HIRE EDUCATION

Next is education, where a key point is to not make any missteps. Don’t, for example, risk embellishing your academic credentials to set yourself above the pack. PostEnron, managers are hypersensitive to ethical concerns, and even small fudges on a resumé could lead to big fudges down the road. That’s why recruiters might test you on what your resumé contains. “If your application says you attended the University of Texas, they might ask you when you graduated,” says Sanders. “But if you didn’t get your sheepski, and you don’t correct them, then you’re

caught. If a person lies about that, what will they do with a quarterly forecast?”

EXTRACURRICULAR AFFAIRS

When it comes to your accomplishments outside the office, Sanders says there’s one element above all that managers crave these days: social responsibility – participating in outreach programs, working with nonprofits and charities, demonstrating an interest in environmental or other issues. Not just as a member of multiple organizations, but in some position of leadership. After a long period of corporate scandals and public cynicism, someone who can excel at both bottom lines—business sense with a social consciousness—is a valuable addition to any company. “It’s the one thing everybody is looking for,” says Sanders, author of The Likeability Factor. “It might not get you the job alone – but it could be the tiebreaker.” Also in this section, demonstrate an interest in lifelong learning by mentioning how you’ve improved yourself on the job—maybe by teaching yourself software languages or by taking additional courses outside of the workplace. Feel free to mention other personal interests or achievements like running marathons since many managers—curious about how you might fit in with the corporate culture —tend to look to that portion of the

hispanicprofessional

resumé first. “If you personalize your resumé, it will help you stand out,” says Mercer’s Bennett. “Maybe you worked two part-time jobs to put yourself through college.” Should you do anything more drastic, to help your resumé leap out of the pile? The answer is a qualified no. Executive coach Benton, known as the “CEO Whisperer,” says that some of the gambits she’s seen—like printing resumés on pink fluorescent paper, attaching a snapshot upside down, or even wearing billboards on the street corner—are highly risky. “If you want to get wild and crazy, you have to be able to back it up,” she says. “It’s better to get your uniqueness across without running the risk of people thinking you’re just weird.”

THE COVER LETTER

When it comes to your cover letter, Job One is to avoid the generic language that flags your offering as a form letter. Be as personal and specific as possible. For instance, Domingue points out, by the time you officially send your resumé to a company, odds are you’ve made multiple contacts with them already. Recruiters have come sniffing around campus, organizing events for business students, and may even have identified their top targets already. So highlight those interactions, to prove that the firm isn’t just one of seven or eight possibilities. “If you say, ‘I really enjoyed the dinner you held, I met your manager of media and telecom, and remember the conversation well,’ that shows you’ve taken the time to get to know us,” Domingue says. “We seem high on your list, and it’s not just ‘To whom it may concern.’ We want to know why banking, and why us?” Also in the cover letter, pull out one or two of the top accomplishments from your resumé and tell those mini-stories up front. Show how you faced a problem in the workplace, and the method you used to solve it. But avoid passive language like “assisted” or “supported,” unless that’s part of the job description you’re aiming for. Instead highlight action-oriented, power verbs like

“developed” and “directed,” which will underscore your leadership skills. Be crystal clear in the cover letter about how you’ll add value to their company. Recruiters don’t want to hear pleasant generalities about how you work well with others; they want concrete demonstrations about how hiring you will boost their bottom line. It might seem like braggadocio, but get used to it. “It’s like American Idol: You have to be able to walk in there and say, ‘I’m the next American Idol,’” says Sanders. “You’re the best person for this job, and here are three reasons why. If someone can do that, that’s hot.” So make sure to do plenty of prior research on the company in question, and know how you fit into their business model. Otherwise you could end up as one of the pet peeves of Mercer Management Consulting’s Matt Bennett: The candidate who mixes up his firm with other Mercers and demonstrates that ignorance in the cover letter. “Often someone will say, ‘I want to go into financial services,’ and we don’t even do that,” Bennett says. “They’re not even getting the company right.” One insider tip: Don’t make a cover letter all about you, yourself, and I. Show that you’ve done your due diligence and know something about the firm you’re writing to. “Every cover letter in the universe starts with ‘I,’” says Benton. “Instead, try beginning with ‘I want to thank you,’ or ‘Your organization was recommended to me,’ or ‘Your firm gets great coverage in the Wall Street Journal.’ Anything you-oriented and complimentary.” And don’t feel the need to outsource your letter to one of the resumé mills that abound these days. You should be able to fare well enough without outside assistance. In fact, Benton warns that experienced recruiters are able to tell which service you might have used, since they might see hundreds of similar offerings in any given month. It might have the aura of something mass-produced, which is exactly the opposite of what you’re trying to achieve. “It relieves you of the effort, and that reveals laziness,” Benton notes. “Your personality won’t come through at all. Often you won’t even recognize what they wrote about you.”

hispanicprofessional

took a huge hit. Clients were looking to avoid any appearance of conflict of interest and became reluctant to accept consulting and audit services from the same firm. A few years of shakeup followed: After the demise of its parent company, Arthur Anderson’s consulting arm renamed itself Accenture and went public; KPMG Consulting spun off and became Bearing Point; Ernst & Young’s consulting arm was sold and became Cap Gemini; PriceWaterhouseCooper’s consulting division changed corporate parents and became

getting noticed

Consulting continues to be a top career choice for MBAs. In a recent survey conducted by Universum asking MBA candidates to list the companies they’d most like to work for, three of the top five choices were consultancies. Although consulting companies actively participate in on-campus recruiting, the most prestigious firms limit themselves to a select number of campuses. But that does not mean that you’re out of the running if your school hasn’t been targeted. Most companies have plenty of off-campus initiatives—and many of these are aimed at finding diversity candidates. In particular, a number of recruiting firms maintain a focused presence at NSHMBA events.

IBM Business Consulting Services. In a rebounding economy, this sector’s one-time woes have receded. In fact, accounting giants are getting back into consulting. KPMG now has an advisory services division, and PwC and E&Y now offer full-fledged traditional consulting practices—going head-to-head with the divisions that they sold off. Now, though, these companies are careful not to target companies who are already audit clients.

Buzzwords Bandwidth Billability Deck Deliverable Engagement Innovation Integration Intellectual capital Leverage “On the beach” RFP Request for Proposal Road warrior Thought leadership Utilization Value chain Value proposition Work-life balance

getting an edge

Naturally, a field as competitive as consulting might be hard to break into. One piece of advice: Do your due diligence. The term “consulting” covers such a wide range of skills that you first need to pinpoint the specific area you want to target. Talk to friends, set up informational interviews with recent grads, and use your alumni base as learning resources. Once you’ve targeted the kind of consulting you want to do, though, you should move ahead on as many fronts of possible. “Invest in trying to get into as many consulting firms as possible,” says Alex Ulanov, senior manager and director of multicultural marketing practice at Boston Consulting Group. Take the time to learn as much as you can about the companies that you would like to work for, and the industries they serve. If you are applying for a position with a firm that has a well-established healthcare practice, you’d better bone up on your pharma and biotech news.

lateral hires It is possible to make a mid-career shift into

consulting. The firms sometimes make hires from industries where the firm is looking to develop client contacts and industry-specific expertise. In other words, if you currently work for Pfizer, you might have an opportunity to segue into a consulting firm that has a healthcare service offering.

hispanicprofessional

putting your mba to work

A consulting job typically draws on a range of skills you developed in B-school. Consultants may need quantitative, analytical ability, especially if they’re in the fields of accounting and finance, or developing business models. The conceptual skills you learn in B-school are vital, too, especially when it comes to forecasting the effects of strategic implementation. For example: If a company is building a new office in India, is it displacing people? What will India’s economy be like in five years?

payday It would be naïve to

argue that money isn’t a huge component of the consulting industry’s appeal. Freshly minted MBAs can expect to enter a firm with a starting base salary that’s usually in the six-figure range—and that can go as high as $160,000. Total compensation typically includes a signing bonus of $5,000 - $15,000, above-average benefits, and the opportunity to earn performance bonuses ranging from 10 to 50 percent of your base salary. Senior managers can make $200,000 to $250,000. Partners can make anywhere from $400,000 to more than $1 million a year. The financial rewards are highest at elite firms—but then again, so are the demands. Consulting firms that service the public sector typically pay slightly less, since there are government-mandated limits on the fees they can charge. However, public sector consultants may enjoy a less grueling work schedule, with fewer travel commitments, than their counterparts in the private sector. As in most industries, the best way to make a leap in salary is to switch firms. This creates a great deal of turnover: Many of your fellow consultants will have clocked in time with the competition.

hours

Misconceptions the interview Myth Consultants never stop working. Reality A consultant’s hours tend to ebb and flow depending on the project and client. Myth This is a glamorous industry, with travel to exotic locations around the world. Reality Living out of a suitcase and sleeping in your own bed only twice a week loses its charm quickly. Travel is often to places you’d probably not want to visit. International travel is not always common, as firms look to staff projects locally to save travel costs and wear and tear on their employees. Myth Junior people play a large role in crafting strategy. Reality Senior staff does most of the strategizing while junior consultants generally (there are exceptions) do the supporting analytics— number crunching, research, PowerPoint, etc.

You probably won’t be chained to a desk, but you will spend a lot of your time on the road—and in airport terminals. Expect to work 60-70 hours a week, and more during crunch times. The demands are especially tough at the elite firms, where the ambition quotient is formidable. A job’s rhythms may offer occasional breaks, like when you’re between projects or awaiting client feedback on completed work. Consultants are encouraged to use these times for personal days, vacation, training, and internal office administration. The situation is especially intense in the first years of your consulting career. As you move up the ranks and your focus shifts to business development and account management, the hours become more manageable—but by no means is it a cakewalk.

Many consulting firms will use both traditional behavioral interviews—assessing your potential for fitting into the company’s culture—and case interviews, which tests your ability to problem-solve and think on your feet. You interviewers will be judging not just your knowledge and skill, but your style and presence. Consulting work is client-focused; your prospective employers and colleagues want to know if they can send you to a client site for three weeks without a senior manager present, and that your dealings with everyone there, up to the CEO, will reflect well on the home firm. Word of advice: Don’t let your guard down with anyone during the interview process, even the most junior staff member. Everyone typically has veto power—and the ability to send you home jobless.

hispanicprofessional

travel In some segments of the consulting in-

dustry, travel is not that demanding. If you’re working in the New York office of a business advisory service, your clients will probably be close at hand. But many consultants still travel three to four days a week, spending Monday through Thursday at their client’s offices, and Friday in the home office. You may be lucky enough to avoid this schedule, or to get a client who will let you work remotely from the home office—but don’t count on it. You are being paid handsomely with the understanding that you’ll put the client’s wishes well before your own, and a comfortable travel schedule may fall victim to a client’s whim. “There will be inevitable peaks in client commitments where you basically have to suck it up,” says Tonie Leatherberry, a director at Deloitte. Note: You’re less likely to be hitting the highlights of the world’s great cities than driving a Ford Taurus rental from the Holiday Inn to your client’s warehouse in Bismarck, North Dakota. Regardless of your destination, veteran consultants will tell you that life on the road is mentally and physically exhausting.

Pros & Cons Pros

1 Rubbing elbows with movers and shakers 2 Constant variety—You never know what you’ll be working on a month from now. 3 Generous salary 4 Intellectual stimulation—there’s always a new issue to explore and a solution to create.”

Cons

1 Long hours 2 You are never producing a tangible product 3 Travel, travel, travel 4 Unpredictable work schedule

Great Perks

Recommended Reading

Consulting Magazine, Consultants News, BusinessWeek, The Wall Street Journal, Fortune

office culture moving upThe consulting culture is marked by upward mobility. You Since so much of the job is spent offsite, the concept of “office culture” doesn’t quite pertain. You’re more apt to spend more time and effort understanding the client’s company culture than your own. In some cases, you won’t even have your own workstation at home base; most firms use the “hoteling” concept, requiring you to reserve a desk for the days you’re in the office—so you won’t have an idea who’ll be sitting next to you from one day to the next. Still, the atmosphere is generally convivial, as consultants catch up with their far-flung colleagues and learn about each other’s projects.

diversity The industry

has had a good rate of success in recruiting and retaining women: There is a higher percentage of women in recruiting than in banking or finance. When it comes to Hispanics and other minorities, though, consulting is still playing catchup—some firms, aggressively so. But minorities in upper management remain a rarity. His-

will usually be hired out of B-school as a consultant or associate, doing research and analysis and managing client teams. The next step up, usually taken after a couple of years, is project leader or project manager—an opportunity to lead teams of associates. After a few years at that level, you become a senior manager—specializing in one industry, but with a range of clients, and some responsibility for developing business. Finally, there’s the partnership level, where you’ll either be overseeing multiple teams or building relationships with clients. Partnerships are typically awarded to people with a track record of bringing in new business; a skilled consultant who lacks the knack for sales may stay on as a director. One important factor in climbing the ladder is your ability to manage and motivate a project team. Many firms now emphasize engagement management skills; bad managers often lead to unhappy staff members. Faulty management skills can quickly derail your trip to the top.

what it takes Relationship management is a central compo-

nent in a consultant’s day-to-day life. You must also be an effective communicator, able to explain complex concepts effectively one-on-one, in front of larger audiences, and in written documents. Not that consultants can afford to ignore analysis: They need deductive- and inductive-reasoning skills. They must also be confident with numbers and able to think logically, and have a basic thirst for problem solving. A cool head is also an asset, especially during project crunch times: Good consultants remain calm and focused under pressure and can manage their time wisely. Flexibility is another part of the success formula. You need to function well in unfamiliar, often unstructured environments; you won’t always

hispanicprofessional

advise on the cost-effectiveness of the weaponry. And a boutique might develop specific weapons.

Trends

Courting the Public Sector The economic downturn that followed the dot-com crash and 9/11 was especially painful for the consulting industry. Client businesses were cutting costs, and consulting tended to be classified as nonessential. The one client area that remained buoyant was the public sector, whose operations aren’t subject to the vagaries of the economy. Booz Allen Hamilton, PWC Consulting (now IBM Business Consulting Services), A.T. Kearney, and Bearing Point were able to take up some of the slack from their sagging bottom lines with the profits from their public-sector divisions. Other firms, like McKinsey and Bain, took note, and they’re now actively building their public-sector practices. “The idea is to adopt the best practices from the private sector and apply them to government,” says Ricardo Ruiz-Huidobro, a partner at A.T. Kearney.

these companies in active recruit mode. For instance, PwC recently held a string of events in several cities, wining and dining a number of its former consultants. Matt Pierce, a PwC alum who attended one such function in Northern Virginia, called it “a thinly veiled recruiting event.” Getting Noticed Consulting continues to be a top career choice for MBAs. In a recent survey conducted by Universum asking MBA candidates to list the companies they’d most like to work for, three of the top five choices were consultancies. Although consulting companies actively participate in on-campus recruiting, the most prestigious firms limit themselves to a select number of campuses. But that does not mean that you’re out of the running if your school hasn’t been targeted. Most companies have plenty of off-campus initiatives—and many of these are aimed at finding diversity candidates. In particular, a number of recruiting firms maintain a focused presence at NSHMBA events.

Buzzwords Bandwidth Billability Deck

Return from Exile Prior to the Enron scandal, the Big Five accounting firms had consulting arms. In the wake of Enron and Sarbanes-Oxley, though, this portion of the industry took a huge hit. Clients were looking to avoid any appearance of conflict of interest and became reluctant to accept consulting and audit services from the same firm. A few years of shakeup followed: After the demise of its parent company, Arthur Anderson’s consulting arm renamed itself Accenture and went public; KPMG Consulting spun off and became Bearing Point; Ernst & Young’s consulting arm was sold and became Cap Gemini; PriceWaterhouseCooper’s consulting division changed corporate parents and became IBM Business Consulting Services. In a rebounding economy, this sector’s one-time woes have receded. In fact, accounting giants are getting back into consulting. KPMG now has an advisory services division, and PwC and E&Y now offer full-fledged traditional consulting practices—going head-tohead with the divisions that they sold off. Now, though, these companies are careful not to target companies who are already audit clients. The marketplace change has put

Deliverable Engagement Innovation Integration Intellectual capital Leverage “On the beach” Request for Proposal (RFP) Road warrior Thought leadership Utilization Value chain Value proposition Work-life balance

Lateral Hires It is possible to make a midcareer shift into consulting. The firms sometimes make hires from industries where the firm is looking to develop client contacts and industry-specific expertise. In other words, if you currently work for Pfizer, you might have an opportunity to segue into a consulting firm that has a healthcare service offering. Getting an Edge Naturally, a field as competitive as consulting might be hard to break into. One piece of advice: Do your due diligence. The term “consulting” covers such a wide range of skills that you first need to pinpoint the specific area you want to target. Talk to friends, set up informational interviews with recent grads, and use your alumni base as learning resources. Once you’ve targeted the kind of consulting you want to do, though, you should move ahead on as many fronts of possible. “Invest in trying to get into as many consulting firms as possible,” says Alex Ulanov, senior manager and director of multicultural marketing practice at Boston Consulting Group. Take the time to learn as much as you can about the companies that you would like to work for, and the industries they serve. If you are applying for a position with a firm that has a well-established healthcare practice, you’d better bone up on your pharma and biotech news.

hispanicprofessional

One word of advice—persevere! “As long as you get in somewhere, it’s easier to move around later,” says Ulanov. “The trick is to get in.” Putting Your MBA to Work A consulting job typically draws on a range of skills you developed in B-school. Consultants may need quantitative, analytical ability, especially if they’re in the fields of accounting and finance, or developing business models. The conceptual skills you learn in B-school are vital, too, especially when it comes to forecasting the effects of strategic implementation. For example: If a company is building a new office in India, is it displacing people? What will India’s economy be like in five years?

However, public sector consultants may enjoy a less grueling work schedule, with fewer travel commitments, than their counterparts in the private sector. As in most industries, the best way to make a leap in salary is to switch firms. This creates a great deal of turnover: Many of your fellow consultants will have clocked in time with the competition.

Hours You probably won’t be chained to a desk, but you will spend a lot of your time on the road—and in airport terminals. Expect to work 60-70 hours a week, and more during crunch times. The demands are especially tough at the elite firms, where the ambition quotient is formidable. A job’s rhythms may offer occasional breaks, like when you’re The Interview Many consulting firms will use both tradibetween projects or awaiting client feedback on completed tional behavioral interviews—assessing your potential for work. Consultants are encouraged to use these times for fitting into the company’s culture—and personal days, vacation, training, and incase interviews, which tests your ability ternal office administration. The situation to problem-solve and think on your is especially intense in the first years of feet. You interviewers will be judging your consulting career. As you move up Myth Consultants never stop the ranks and your focus shifts to business not just your knowledge and skill, but your style and presence. Consulting development and account management, working. work is client-focused; your prospective Reality A consultant’s hours the hours become more manageable—but employers and colleagues want to know by no means a cakewalk. tend to ebb and flow deif they can send you to a client site for pending on the project and three weeks without a senior manager Travel In some segments of the consulting client. present, and that your dealings with industry, travel is not that demanding. If everyone there, up to the CEO, will you’re working in the New York office of a reflect well on the home firm. Word of business advisory service, your clients will Myth This is a glamorous advice: Don’t let your guard down with industry, with travel to exotic probably be close at hand. Some compaanyone during the interview process, nies are now taking special care to match locations around the world. even the most junior staff member. consultants with jobs in their general Everyone typically has veto power—and Reality Living out of a suitca- geographic area. But many consultants still se and sleeping in your own the ability to send you home jobless. travel three to four days a week, spending bed only twice a week loses Monday through Thursday at their client’s Payday It would be naïve to argue that offices, and Friday in the home office. You its charm quickly. Travel is money isn t a huge component of the may be lucky enough to avoid this scheduoften to places you’d probaconsulting industry s appeal. Freshly le, or to get a client who will let you work bly not want to visit. Interminted MBAs can expect to enter a firm remotely from the home office—but don’t with a starting base salary that’s usually national travel is not always count on it. You are being paid handsomely in the six-figure range—and that can go common, as firms look to with the understanding that you’ll put the staff projects locally to save as high as $160,000. Total compensaclient’s wishes well before your own, and a tion typically includes a signing bonus travel costs and wear and tear comfortable travel schedule may fall victim of $5,000 - $15,000, above-average to a client’s whim. “There will be inevitable on their employees. benefits, and the opportunity to earn peaks in client commitments where you performance bonuses ranging from basically have to suck it up,” says Tonie Myth Junior people play a 10 to 50 percent of your base salary. Leatherberry, a director at Deloitte. Senior managers can make $200,000 to large role in crafting strategy. The idea of travel can sound very exciReality Senior staff does $250,000. Partners can make anywhere ting, and many new consultants enter the from $400,000 to more than $1 million most of the strategizing whi- business viewing it as a perk. Think again. a year. The financial rewards are highest le junior consultants generaYou’re less likely to be hitting the highligat elite firms—but then again, so are the hts of the world’s great cities than driving lly (there are exceptions) do demands. Consulting firms that service a Ford Taurus rental from the Holiday Inn the supporting analytics— the public sector typically pay slightly to your client’s warehouse in Bismarck, number crunching, research, North Dakota. Regardless of your destinaless, since there are government-mandated limits on the fees they can charge. PowerPoint, etc. tion, veteran consultants will tell you that

Misconceptions

hispanicprofessional

life on the road is mentally and physically exhausting. Office Culture Since so much of the job is spent offsite, the concept of “office culture” is pretty ephemeral. You’re more apt to spend more time and effort understanding the client’s company culture than your own. In some cases, you won’t even have your own workstation at home base; most firms use the “hoteling” concept, requiring you to reserve a desk for the days you’re in the office—so you won’t have an idea who’ll be sitting next to you from one day to the next. Still, the atmosphere is generally convivial, as consultants catch up with their far-flung colleagues and learn about each other’s projects. And since it’s such a highly coveted industry, you’ll find yourselves rubbing elbows with other bright, interesting, extremely capable people. Diversity The industry has had a good rate of success in recruiting and retaining women: There is a higher percentage of women in recruiting than in banking or finance. When it comes to Hispanics and other minorities, though, consulting is still playing catchup—some firms, aggressively so. But minorities in upper management remain a rarity. Hispanic employee affinity groups within corporations are trying to take up some of the slack; the affinity group at A.T. Kearney works with the Hispanic Alliance for Career Enhancement (HACE) to provide mentoring for Hispanics in professional leadership positions. Moving Up The consulting culture is marked by upward mobility. You will usually be hired out of B-school as a consultant or associate, doing research and analysis and managing client teams. The next step up, usually taken after a couple of years, is project leader or project manager—an opportunity to lead teams of associates. After a

Pros & Cons Pros

1 Energetic, ambitious, and highly intelligent colleagues 2 Extensive training opportunities 3 Rubbing elbows with movers and shakers 4 Constant variety. “You never know what you’ll be working on a month from now. You don’t get stuck in a boring routine.” (Who is talking) 5 Competitive salary 6 Intellectually stimulating. “My mind is always running—there is always a new issue to explore and a solution to create.” (Who is talking) 7 Skills acquired (communication, project management, analysis) are applicable to almost any industry

Cons

1 Long hours 2 You are never producing a tangible product 3 “You aren’t really a master of one topic. The client usually knows more than you about their industry.” 4 Travel, travel, travel 5 Client commitments may prevent you from taking your vacation, or may force you to reschedule it. 6 No control over your schedule 7 Possibility of being assigned to a project that doesn’t interest you 8 Unpredictable work schedule can affect personal life.

Great Perks

1 Three to five weeks of vacation 2 Full family medical, dental, and vision coverage 3 Season tickets to athletic events (usually for entertaining clients) 4 Free lunch and dinner (while traveling) 5 Cell phones and Blackberries (or a combination) 6 Frequent-flier miles. A consultant can often redeem enough miles for a vacation for the whole family from all the travel over the course of a year. Consultants often rack up enough hotel stays to achieve elite level status at top hotels. Good for room upgrades, guaranteed reservations, welcome gifts, and weeks’ worth of free hotel stays redeemable with awards points. 7 Travel to interesting places. Free weekend trips. For example, if you have a project in San Francisco or Puerto Rico, you can stay there for the weekend or fly somewhere other than your home city in lieu of returning home.

Recommended Reading

Consulting Magazine, Consultants News, BusinessWeek, The Wall Street Journal, Fortune

few years at that level, you become a senior manager—specializing in one industry, but with a range of clients, and some responsibility for developing business. Finally, there’s the partnership level, where you’ll either be overseeing multiple teams or building relationships with clients. Partnerships are typically awarded to people with a track record of bringing in new business; a skilled consultant who lacks the knack for sales may stay on as a director. One important factor in climbing the ladder is your ability to manage and motivate a project team. Many firms now emphasize engagement management skills; bad managers often lead to unhappy staff members. Faulty management skills can quickly derail your trip to the top. What It Takes Relationship management is a central component in a consultant’s day-to-day life. You must also be an effective communicator, able to explain complex concepts effectively one-on-one, in front of larger audiences, and in written documents. Not that consultants can afford to ignore analysis: They need deductive- and inductivereasoning skills. They must also be confident with numbers and able to think logically, and have a basic thirst for problem solving. A cool head is also an asset, especially during project crunch times: Good consultants remain calm and focused under pressure and can manage their time wisely. Flexibility is another part of the success formula. You need to function well in unfamiliar, often unstructured environments; you won’t always have access to a desk or even a phone. One more thing: If you’re married or in a relationship, your significant other needs to be extremely understanding. He or she will inevitably be seeing less of you than wanted.

hispanicprofessional

INSIDE NSHMBA MISSION

Fostering Hispanic leadership through graduate management education and professional development in order to improve society

VISION

To be the premier Hispanic MBA professional business network for economic and philanthropic advancement

ATLANTA President Vanessa M.Wellborn Email president@atlanta.nshmba.org

ORANGE COUNTY President Marcelo Espinosa Email president@orangecounty.nshmba.org

AUSTIN President Selene Benavides Email president@austin.nshmba.org

ORLANDO President Janet Maldonado Email president@orlando.nshmba.org

BOSTON President Raul Medina Email president @boston.nshmba.org

PHILADELPHIA President Lisa Casiano Email president@philadelphia.nshmba.org

CHICAGO President America Baez Email president@chicago.nshmba.org

PHOENIX President RicardoLugo Email president@phoenix.nhsmba.org

CINCINNATI President Antonia Muñiz-Olån Email president@cincinnati.nshmba.org

PUERTO RICO President Sandro Murtas Email president@puertorico.nshmba.org

CONNECTICUT President Jose L. Martinez. Jr. Email president@connecticut.nhsmba.org

RIO GRANDE VALLEY President Imelda Leal Email president@riograndevalley.nshmba.org

DALLAS-FT. WORTH President Alan Baptista Email president@dallasfortworth.nshmba.org

SAN ANTONIO President Paul. R. Revilla Email president@sanantonio.nshmba.org

DENVER President Stephanie A.Herrera Email president@denver.nshmba.org

SAN DIEGO President Flavio Kaplan Email president@sandiego.nshmba.org

DETROIT President David Olivencia Email president@detroit.nshmba.org

SAN FRANCISCO President Ramiro Cantu Email president@sanfrancisco.nshmba.org

HOUSTON President Fernando Gil Email president@houston.nshmba.org

SAN JOSE President Jose Garcia Email president@sanjose.nshmba.org

INDIANAPOLIS President Regina Cuellar-Lee Email president@indianapolils.nshmba.org

SEATTLE President Rachel Fefer Email president@seattle.nshmba.org

KANSAS CITY President Maria De.Soldevilla Email president@kansascity.nshmba.org

SOUTH FLORIDA President Fabian Perez-Crespo Email president@southﬂorida.nshmba.org

LOS ANGELES President Carolina Toro Email president@losangeles.nshmba.org

TAMPA BAY President Gladys Bernett Email president@tampabay.nshmba.org

MINNEAPOLIS President Ian Almeida Email president@msp.nshmba.org

WASHINGTON, D.C. President Jesus Martinez Email president@washingtondc.nhsmba.org

NEW YORK President Nikolas Nonis Email president@newyork.nshmba.org

FALL 06

17 annual NSHMBA Conference +Career expo ohio th

i, t a n n i cinc energy center duke 8 2 6 2 r e b o t oc

fall 06

The Analyzer

How to spot him A Carter-administration-era tie. He walks through your resume to make sure every month is accounted for. What matters to him The way he sees it, your memory of the details of your high school and college career is a measure of the care with which you’ll do this job. Winning move Include at least one number—a stat, a date—in each answer. Speak slowly. Losing move Joking around or spilling personal information.

you gotta tell him. But since your best overall M.O. is to release information about yourself in strategic deployments throughout the interview, resist the urge to dump it all at once. Rehearse a 60-second commercial spot that summarizes your responsibilities at your last job, capped by your reasons for pursuing this position. Begin this last part with the phrase “But what I really want to do is . . . ”

Three Rules for Breaking the Ice The wrong small talk can make you look small

1 Family photos can be great conversation starters—if you choose your comments wisely. (You: “Your mother has a great smile.” Him: “That’s my wife.”) “Making assumptions about the people in the pictures is dangerous,” says Debra Fine, founder of the Fine Art of SmallTalk, a Denver firm that teaches conversation skills to executives at companies like IBM and Wells Fargo. “If a picture is facing you, it’s fair game, but be vague: ‘What a great picture. Where was it taken?’ ” 2 Think before cracking jokes. “The safest, most effective kind of humor is self-deprecating,” says Albert Chen, executive director of graduate programs at Kaplan Test

Prep, “but this is one situation where you don’t want to put yourself down.” 3 Never talk about traffic, sports, or the weather. You don’t want to be the eleventh automaton that day to say, “Wow, sure is hot.”

FIVE MOVES THAT SHOW YOU ARE A PRO

Don’t offer up a helping of humble pie 1 Have an agenda. “One of the biggest mistakes people make is thinking the goal is simply to answer the questions that are asked,” says J. Daniel Plants, a VP of mergers and acquisitions at J.P. Morgan Chase. “Sure, you have to answer their questions, but the best candidates know how to steer the conversation where they want it to go.” 2 Wanna be a tech exec? Your first step is to sit like one. Powerful people have no qualms about taking up a lot of space. Sit up straight in the middle of the chair, with one arm on the armrest and the other on the table. You’ll instantly look and feel more confident and in control. 3 Tell a story. There should be a theme that runs through every answer. Maybe it’s “I’m not only a tech whiz but also

hispanicprofessional

The Producer

How to spot him He makes intense eye contact, shakes firmly, and grills you like a West Point drill sergeant. Brooks Brothers all the way. What matters to him Your understanding of hierarchy and power—especially his. Winning move Play it straight. Answer questions directly, with one or two supporting facts, and move on. Losing move Digressing or equivocating. The Producer hates wasting time.

an inventor.” Whatever your story, tell it clearly and succinctly. Tailor an explanation of your strengths and weaknesses to support it. 4 Admit past mistakes in a way that shows you learned something. “Let’s say you once did something that a client wanted but that wasn’t what your boss wanted,” says Joni Johnston, a psychologist and the CEO of WorkRelationships, a management training company whose clients include Nokia and Ericsson. “Explain that while your instinct was to please the client—a good instinct—you learned that your manager’s wishes are most important.” 5 Obey the rule of three. Have three points to drive home and an anecdote to support each one. If you’re applying for a software engineer position, maybe the points are: “I’ve interned at Microsoft,” “I’ve created my own software in my spare time,” and “I understand the software business.” If you’ve thought ahead about what you want to communicate, an interviewer notices.

Three Signs You’re Losing It ...and three ways to get it back

1 If a recruiter asks more than once whether you have any questions, chances are she’s already formed an opinion about you and is trying to wrap it up. Ask for a glass of water. Dramatic? Perhaps. But it’ll help you collect your

EVERY SECOND COUNTS

Two veteran recruiters provide a minuteby-minute breakdown of how an interview is structured—and what a recruiter looks for at every stop along the way. The Introduction

During the crucial opening minutes, the interviewer is sizing you up as a person, as opposed to a faceless resumé. Your ability to engage in small talk and your ease when meeting new people are at a premium. Don’t launch into a detailed summary of your qualifications right away—that comes next. (Note: If it’s been five minutes and you’re still talking about the construction outside the office, gradually steer the conversation toward your track record.) The Fit

The interviewer is now assessing how your experience and background fits the company’s needs. Begin dropping clues that you understand the company’s culture and business. Mention, for instance, that you have friends in the industry, and comment on the company’s most recent earnings report before you’re asked about it. The Differentiation

Here’s where you leave a great lasting impression: Two strategies: Ask a couple of smart questions, or work in an intriguing personal story—about growing up on a boat, say, or having an influential mentor. If you’ve been saving a juicy nugget, serve it up now. It doesn’t matter what they remember you for as long as they remember you. Sizing Up Your Interviewer in 60’

Knowing who you’re talking to is half the battle. Interviewing consultant Anne Warfield has coached candidates to tailor their pitch to recruiters’ personalities. Here, she divulges how to identify the four most common types of interviewers—and how to position yourself for each one.

by Maria Spinella

thoughts. It also creates the impression that the interview has a first half and a second half. Shine in the second half, and you’ve got a chance. “I’ve definitely had people who I wasn’t sure about at first but who made a strong comeback,” says one recruiter. 6 Should you draw a complete blank, ask the interviewer to rephrase the question. “people are scared to ask this, because they think they’ll look stupid. But that’s not true. And even if you do understand the question, you’ll have a moment to collect your thoughts while they rephrase it. 7 There’s a time in every person’s interviewing process when they’re rambling along and they suddenly say to themselves, “I have no idea where I’m going with this.” Pause. Check in, and say, ‘Have I answered your question?’ ”

Deal Breakers

Seven things recruiters hate and why they hate them 1 Taking notes during an interview is fine, but keep your pen holstered unless absolutely necessary. Excessive scribbling indicates an inability to think on your feet. 2 Shoes that aren’t shined. Details matter. 3 Interviewer: We’re opening a new office in Charlottesville. Candidate: Oh, I’ve heard it’s great there. Interviewer: Really? I’m from there.

hispanicprofessional

The Networker

How to spot her She charges into the room, probably late, chattering away. She dresses boldly—a bright shirt or trendy glasses. What matters to her That you hear and remember every word she says. Winning move The Networker interrupts you, so keep your answers short. Show energy and enthusiasm. Losing move Offering detailied explanations of the minutiae of your academic career.

What have you heard about it? Candidate: [Pauses. Starts to cry.] If you don’t mean it, don’t say it. 4 Some candidates have their rap so well practiced that instead of responding to specific questions, they churn out prepackaged answers, no matter what the interviewer asks. “It’s frustrating when people don’t answer the question because they didn’t listen to it,” says Bristol-Myers Squibb’s Mamet. “Don’t just pull out your favorite response. It’s easy for us to tell when it’s rehearsed.” 5 Never swear during an interview, says a former Goldman Sachs recruiter. He can only assume you’d do it in the first meeting with a client, too, and he can’t take that risk. 6 Answering questions the way everybody else does. “If I ask, ‘What’s your biggest weakness?’ don’t say, ‘I pay too much attention to detail,’ ” advises Mark Golin, a former VP and creative director at AOL. “People don’t realize that the recruiter has done this 400 more times than they have. If you stop and think about that, your answers will change — they’ll become what they should be: unique.” 7 There’s standing out from the pack because you’re unique, and then there’s standing out because you blare your trombone louder than everyone else just to make noise. “I

was once scheduling a second interview for lunch, and I suggested a restaurant,” remembers one media executive. “The candidate said, ‘No, I don’t like the food there.’ I could tell he wanted to rebuff my choice just to prove he could. The interview was over before it started.”

Be a Closer

Tactics for the last 30 seconds 1 When the interviewer utters these five words, “Do you have any questions?” (and he will), don’t make one up on the spot just to ask something. Prepare two good questions about the position or the firm—the answers to which cannot be found on the Web site. A great final question leaves a great final impression. 2 If you don’t, in fact, have any questions, spare yourself an awkward moment by saying, “Do you have any unanswered questions about my qualifications?” 3 Take a business card. Obvious, right? The worst mistake candidates make when sending thank-you notes is misspelling the name of the interviewer. 4 Four out of five tech execs recommend a stiff Stoli and tonic after any interview.

hispanicprofessional

17th annual NSHMBA Conference +Career expo

hispanicprofessional the magazine of the national society of hispanic mbas

tktktktktktktktk tktktktktktk

hispanicprofessional

hispanicprofessional the magazine of the national society of hispanic mbas

NSHMBA NATIONAL BOARD MEMBERS Chair Manuel J. Fernandez

President/Franchise Owner, Minuteman Press

Vice Chair Cosette Gutierrez

Senior Vice President-Consumer Market Executive, Bank of America

Secretary/Legal Compliance Officer Yvonne M. Zayas Director High Rise & Global Accounts, Otis Elevator Company, A Division of United Technologies Corporation

Treasurer/Chief Financial Officer Ken Santiago Deputy Director Human Resources, IDES (Illinois Department of Employment Security)

National Director Miguel Figueroa Senior Manager, KPMG LLP

Wayne Kalyn Executive Editor Fred Cohn Creative Director marcus villaรงa Managing Editor Suma CM Associate Editor Christy Yoest Vice President, Manufacturing Jeanne Souders Editor

PUBLISHING PARTNER

National Director Eddie Correa

Demand Planning Manager, Cisco Manufacturing

National Director Steve A. Ramos

IBM Global Technical sales Support, IBM WW Business Transformation and WW sat Leader

Emeritus Chair Dr. Donna M. Blancero

Associate Professor Ph.D., Touro University International

At Large Director Blanca Fauble

Director Multi-Cultural Alliances and Strategy, Ford Motor Company

At Large Director Henry Esparza

Vice president, Process Excellence, Assessment Leader, Johnson & Johnson Corporation

REGIONAL BOARD

National Director/South Central Daniel L. Estrada Realtor, Century 21 Westbank Summit

Co-Founders

Jon Housman | Jonathan McBride | Sean McDuffy

Jungle Media Group 150 Varick St., 8th Floor, New York, NY 10013 (212) 352-0840 | Fax (212) 645-0255 junglemediagroup.com

National Director/North Central Mark Ponce Senior Financial Analyst, General Mills

National Director/NorthEast Jesus M. Maldonado Reyes Associate Diversity Sourcing for Goldman Sachs

National Director/SouthEast Yanina Rosario President of the Hispanic Business Initiative Fund in Tampa, FL

National Director/NorthWest Roberto C. Ayala Product Marketing Manager, Cisco Systems

National Director/SouthWest Al Escobar Director, Center for International Trade Development

EDITORIAL BOARD

Lourdes Hassler Chief Executive Officer, NSHMBA Yvonne Silva Vice President Program Integration and Marketing, NSHMBA Alex Kalkwarf Marketing and Outreach Manager, NSHMBA Jonathan McBride Co-Founder, Jungle Media Group

ANNUAL SUBSCRIPTION RATES: NSHMBA members, included in dues; non-members, $20. FOR HIGH QUALITY ARTICLE REPRINTS, CONTACT FOSTEREPRINTS, 866-879-9144, ext 194. Hispanic Professional, the official magazine of The National Society of Hispanic MBAs, is published twice a year BY JUNGLE MEDIA GROUP FOR NSHMBA, 1303 Walnut Hill Lane, Suite 300, Irving, Tx 75038. POSTMASTER: SEND ADDRESS CHANGES TO NSHMBA, 1303 Walnut Hill Lane, Suite 300, Irving, Tx 75038. For information regarding NSHMBA, call (214) 596-9338. PRINTED IN USA. Versions of some of the Articles in this issue previously appeared in magazines or Websites published by Jungle Media Group.

The National Society of Hispanic MBAs 1303 Walnut Hill Lane, Suite 300 Irving, Texas 75038 editorialhmba@nshmba.org. advertising@junglemediagroup.com

ENTIRE CONTENTS COPYRIGHT 2006, NSHMBA (VOLUME 6, ISSUE 2). REPRODUCTION IN WHOLE OR IN PART WITHOUT PERMISSION IS PROHIBITED. PRODUCTS NAMED IN THESE PAGES ARE TRADE NAMES OR TRADEMARKS OF THEIR RESPECTIVE COMPANIES. NSHMBA AND THE NSHMBA LOGO ARE THE TRADEMARKS OF NSHMBA. JUNGLE MEDIA GROUP AND THE JUNGLE MEDIA GROUP MONKEY ARE TRADEMARKS OF JUNGLE MEDIA GROUP. ALL RIGHTS RESERVED.

hispanicprofessional

cell mates

must haves

Palm Treo 700w with Windows Mobile Brains and beauty. Power users will want to check out the Treo Smartphone, the first phone to combine the look and feel of Palm’s Treo platform with the muscle of Microsoft’s Windows Mobile 5.0 platform. Included are mobile versions of Outlook, Office and Internet Explorer. Preprogrammed messages let you respond to calls with text like “In a meeting” or “Can’t talk right now.” The phone operates over Verizon’s Wireless Broadband Access service, which boasts speeds of 400-700 kilobits per second, fast enough for downloading email and attachments at a DSL-like clip. $399

LG VX8500 “Chocolate” No, you can’t eat it. And at $149.00, plus a two-year contract, you’re better off sticking with Godiva. But this dark-brown rectangular phone, offered by Verizon, has its own delicious appeal. It isn’t about the features: The phone comes loaded with everything you’d expect in 2006—V CAST video and music, 3D games, 1.3 mega pixel camera, Bluetooth capabilities—but nothing revolutionary. Instead, the Chocolate is all about look and feel. The ultra-cool slider design turns the mere act of opening and closing the phone into a sensual experience. Yummy.

hispanicprofessional

hispanic professional

education tion

ng sec i s i t r e v cial ad

spe

the MBA effect

There are a lot of reasons—all of them good—to get your MBA. Money, upward mobility in your company—namely, promotions—and the knowledge that you have a bedrock of knowledge that is yours for life. On the next couple of pages, you’ll find even more inspiration—and opportunities—to go after that B-school sheepskin.

fall 06

159

education tising

l adver

specia

sectio

taking the plunge Is an MBA worth it? You bet it is! By M i c h e l l e Racz y n s k i

Derek Bok, former president of Harvard University, probably said it best: “If you think education is expensive—try ignorance.” That’s an appropriate statement for prospective B-school students to bear in mind as they contemplate the huge outlay in money, time, and effort needed to earn an MBA. Getting an MBA education isn’t just about money, or prestige, or career advancement. It’s about all of those things—and more. Yes, it’s a big investment. But no other risk you take in your life brings the same level of assurance of a great range of rewards.

BOTTOM LINES

Needless to say, money is not the least of the advantages that an MBA offers. Not that it comes cheap: You’ll be paying a lot for your degree, no question. But considering what it will do to your salary, you’re all but guaranteed a good ROI. Your MBA will kick-start your salary to a whole new level—not only will the base figure be much higher than what you earned before B-school, you can also expect

sign-on bonuses and stock options. And the news for MBAs keeps getting better and better. The graduates who are emerging from B-schools in 2006 are commanding significantly heftier salaries than their counterparts did as recently as last year. According to a study conducted by the Graduate Management Admission Council (GMAC), the average starting base salary for the class of 2006 topped $92,000. “The MBA continues to demonstrate its strong value proposition,” says David A. Wilson, president and CEO of GMAC. “In a knowledge economy, leadership and management demand a complex portfolio of skills and talents. A selective MBA program gives its graduates those skills.” That same report, the GMAC Global MBA Graduate Survey, found that in addition to earning bigger paychecks, more MBAs than ever before are finding jobs while still in school, continuing a multiyear upward trend. Fifty-two percent of the survey’s respondents said they had received or accepted a job offer before graduation, compared with 50 percent in 2005, 42 percent in 2004 and 36 percent in 2003.

160

hispanicprofessional

education tising

l adver

specia

sectio

Corporations tend to put MBA resumés at the top of the stack. The reason: That degree indicates that a candidate will be bringing key skill sets to the table. “An MBA sets you apart as a better team player,” says Felisa Insignares, exterior relations manager for Procter & Gamble. “Also MBA graduates are fluent in corporate talk. That basic vocabulary sets you miles apart.” In other words: MBAs can walk the walk and talk the talk.

MOVING UP

Just as your MBA moves your resumé to the top of the file, it also helps you move up the corporate ladder. Once again, your MBA skills, teamwork and leadership are important to your upward movement. All theories that you learned through all those case studies are also valuable. “While work experience is important, your MBA allows you to combine what does work with theory,” says Quientt Lott, Certified Pre-Owned Retail Advocate for Audi of America, Inc. said. “It allows you to think in line with upper level management.” It isn’t just the knowledge that comes with an MBA that helps you move ahead; it’s the value that upper ma-

nagement puts on your degree. Insignares puts it simply: “An MBA is well respected.”

GIVING BACK

There’s a Latin proverb: “By learning you will teach; by teaching you will learn.” When it comes to you MBA, truer words were never spoken. It won’t just propel you to success; it will let you help others find their way as well. Your valuable MBA knowledge has expanded your horizons. Now you can serve as role model and take mentoring to a higher level, and give back to others some of what you have gained for yourself. “My MBA allows me to teach,” says Lott. “I can tell people, ‘This is what works. This is how you should attack certain business problems.’ ”

THE BOTTOM LINE

Most importantly: Your MBA is yours. It’s a key to help you open doors and apply your skills. In the words of Felisa Insignares: “Once you have your MBA no one can take that away from you.”

NSHMBA internship program Idunt venim zzrit alisi tatem nonummy nim vol rperiure ent lum dolore molorperos nulluptatue mod tin vel ullamcommy nosto consed dolutat, susci tem quisim nulla faccumm odolut utat, consendreet loreet, quam quis num voloreet augue te facipit enim vullan hent augue core mod ming eugue minismodipis nullandre mod tin hendit wisis amet nullutatie veliscidunt nosto essim et init, seniamc onsectem nonsed magnibh esequipit, sectem iril dunt ip elesto ea facilit vel iurem nullut aute dolorem quipisit, quam nulluptat ut pratue modigna feugiam consenibh ea autpa-

tueros aliquatetum eril dolortionsed ex etum in ulputat etueriu scinim niatum ilit augiamet ing endre conullaortin et ad te te essequis nos accum quat dipit autpat velit, sit utpate magnim niam iriustrud ex ex euguero odigna cor illupta tionse consectet inibh et iurem ercilissim iriuscipis ad te diam eumsandre magniat. It vulla aliqui el utate facidui tet, vent am zzrit non volorem ea alit velenim dipsuscilit ercidunt inci tin utet nostrud exeros aliquat eu faccummy nostrud eugait, vulla commod modionsed dolor susci tat, consenisl ut nos aciliqu ipsustis do dolore consequat doluptat

162

hispanicprofessional

brillante awards

past s winner

2005 Corporation Pitney Bowes

Nonprofit The Ford Motor Company Fund Corporate Executive Jaime A. Vasquez, vice president, marketing, Doritos, FritoLay Corporation Entrepreneur Eduardo Figueroa, founder of Hispanic Business Consultants Member Francisco Avalos, Orange County Chapter Educational Institution Johnson Graduate School of Management at Cornell University

2004 Corporation United Technologies Nonprofit Management Leadership for Tomorrow Corporate Executive Miriam VializBriggs, vice president of marketing and strategy, IBM, Grid Computing Business Unit Entrepreneur Marilou Martinez Stevens, CPA, president, MMS & Associates P.C. Member Stephanie Bazan, DFW Chapter Educational Institution Bentley College

2003 Corporation Dell Inc.

Nonprofit Hispanic Alliance for Career Enhancement (HACE) Corporate Executive Julian Sanchez, Americas Staffing, Dell Inc. Entrepreneur Ana Maria Fernandez Haar, IAC Group, Inc. Member Roberto Quiñones, Washington, D.C. Chapter Educational Institution University of Michigan

2002 Corporation Intel

Nonprofit Society of Hispanic Professional Engineers, Inc. (SHPE) Corporate Executive Angelo Figueroa, People En Español, AOL Time Warner Entrepreneur Salvador Gomez, Source One Management Member: Raquel Santiago-Martinez Educational Institution: University of Texas at Austin, McCombs School of Business

2001 Corporation Ford Motor Company

Nonprofit The Hispanic Association of Colleges & Universities (HACU) Corporate Executive James J. Padilla, Ford Motor Company Entrepreneur Alex Lopez Negrete, Lopez Negrete Communications, Inc. Member José Osegueda, Washington, D.C. Educational Institution University of Colorado at Denver, Graduate School of Business Administration

2000 Corporation IBM

Nonprofit Hispanic Austin Leadership Program, Greater Austin Chamber of Commerce Corporate Executive Nellie Gonzalez, Andersen Consulting Entrepreneur Emilio Estefan, Jr., Estefan Enterprises Member Luis Colon, Denver Chapter Educational Institution Rice University, Jones Graduate School of Business

1999 Corporation Citigroup

Nonprofit San Antonio Hispanic Chamber of Commerce Individual Linda Alvarado Member Ramiro J. Atristain-Carrion, Chicago Chapter Educational Institution University of Dallas Graduate School of Business

1998 Corporation US West

Nonprofit Boys & Girls Club of America Individual Christy Haubegger Member Maggie Peña, Los Angeles Educational Institution University of California at Los Angeles, Anderson School

1997 Corporation ARCO

Nonprofit National Hispanic Scholarship Fund Member Maria Alvarez

1996 Corporation Hewlett-Packard Nonprofit The Ph.D. Project

Brillante means bright, radiant, and shining. It was the meaning of the word that led the founders of the National Society of Hispanic MBAs in 1989 to bestow the name on its award. The Brillante Award, the most prestigious honor granted by the Society, is given to outstanding leaders whose work and contributions reflect the Society’s mission “to foster Hispanic leadership through graduate management education and professional development in order to improve society.” Below is a list of the past honorees.

Individual William Jones, National Director, Destination MBA Member Nassry Zamora, Miami Chapter

1995 Corporation AT&T

Nonprofit ASPIRA Individual Margarita Perez Member Luis Neito and Henry B. Villareal, San Francisco

1994 Corporation The Prudential and

Quaker Oats Company Nonprofit Junior Achievement, Inc. Individual Dr. Jerry I. Porras, Stanford University Graduate School of Business Member Victor Arias, founder and past president, DFW Chapter

1993 Corporation Mars, Inc.

Nonprofit United States Hispanic Chamber of Commerce Individual Miriam Santos, treasurer, City of Chicago Member Henry O. Hernandez, Jr., founder and past president, Hartford Chapter

1992 Corporation Kraft General Foods Nonprofit Kellogg Foundation Individual Jaime Oaxaca, president, Oaxaca Communications

1991 Corporation American Express,

Burger King Corporation Nonprofit INROADS Individual Honorable Henry G. Cisneros, secretary, U.S. Department of Housing and Urban Development

1990 Corporation Amoco Corporation

Nonprofit Graduate Management Admission Council Individual Jesse Aguirre, Anheuser-Busch Companies

1989 Corporation PepsiCo

Nonprofit Consortium for Graduate Study in Management Individual Honorable Richard Riordan, mayor, City of Los Angeles

fall 06

109

nshmba’s 2005 education for success program reaches out to southern california youth Pre-Training: Learn to Reach Higher

To increase awareness of the importance of education and encourage young Hispanic high school students to develop their leadership skills, NSHMBA will again hold its Education for Success program this year at the 17th Annual Conference and Career Expo. Two hundred high school students from TKTKTKTK TKTKTK have been participating in special pre-training sessions since the summer in preparation for the two-day event—called the Education for Success Leadership Academy— at the conference in Cincinnati. TKTKTKTK., located in TKTKTKTK, volunteered to develop the program format in conjunction with local cities in the TKTKTKTK area and nonprofit organizations with the same goals.

The Pre-Training Program equipped the potential youth delegates with the tools needed to work within the professional arena of the NSHMBA conference. It was composed of the following sessions: 1 The assessment: establishing a baseline to evaluate the potential youth delegates attending the conference. 2 Personal goal setting: helping youth develop a plan of action to graduate from high school and to be successful in college. 3 Determination of talents and skill sets. 4 Stress and time management.

The goals of the Pre-Training were:

1 Exploring the benefits of a higher education. 2 Developing a personal plan for graduating from high

school and seeking higher education. 3 Providing a toolkit for academic and career success. 4 Preparing the youths for the professional arena. 5 Introducing NSHMBA as a resource for networking, mentoring, and potential career building.

Education for Success Leadership Academy (Oct. TK – Oct. TK, 2006)

The NSHMBA Conference will be the culminating activity for youth delegates that participated in the Pre-Training Program. This professional arena will provide delegates with an opportunity to apply their new skills in a real-world setting.

fall 06

141

CORPORATE ADVISORY BOARD AS OF 08.30.06

3M ADVO Inc. American Airlines American Express Bank of America Bentley College Cadbury Schweppes Capital One Citigroup ConAgra Foods Consortium for Graduate Studies in Management Coors Brewing Company Dell Computer Exxon Mobil Florida International University Ford Motor Company General Mills Georgia PaciďŹ c Corporation

FALL 06

Hewitt Hispanic Association of Colleges and Universities Intel Corporation Johnson & Johnson Merck Microsoft National Council of La Raza PepsiCo, Inc. Pitney Bowes Procter & Gamble Sun Microsystems The Home Depot TheWalt Disney Company UBS United Technologies Corporation University of Texas at Austin Verizon Communications Wachovia Corporation 00

17 ANNUAL NSHMBA CONFERENCE A D N E G A +CAREER EXPO th

SSIGNM A M O O R

WEDNESDAY /// October 25, 2006

07:00am – 06:00pm Dell & Microsoft Marketing Case Competition & Reception Westin Hotel, Level 3

10:00pm Midnight Cintas Opening Party Grand Ballroom

FRIDAY /// October 27, 2006

08:00am – 06:00pm Citigroup Finance Case Competition &Reception Hyatt Regency, Fourth Floor

08:30am – 06:00pm Interview Booths Hall C

12:15pm – 01:45pm Coors Leadership Luncheon, National Board & Staff Hyatt Ballroom A 07:00pm – 09:00pm Bank of America, FIU Pre-Conference Executive Reception & Dinner Reception Hyatt Pre-function Ballroom Dinner Hyatt Ballroom A

THURSDAY /// October 26, 2006 09:00am – 10:15am Professional Development Day Tracks N200,N201,N204,N205,N207/208,N211 10:30am – 11:45am Professional Development Day Tracks S230/231,S233,S236,W262,W263,W264 Noon – 01:30pm Dell Inc. Kick-Off Luncheon Grand Ballroom 01:45pm – 03:00pm Professional Development Day Tracks N200,N201,N204,N205,N207/208,N211

08:15pm – 09:45pm Corporate Networking Reception Jr. Ballroom

07:30am – 08:30am Home Depot Leadership Breakfast Hyatt, Ballroom A

08:30am – 05:00pm Corporate Advisory Board Meeting Hyatt Ballroom FG, Third Floor

ENTS

07:45am – 09:00am Target Breakfast Grand Ballroom 09:00am – 12:30pm Career Expo Halls AB 10:00am – 11:00am Company Information Sessions S230,S231,S232,S233,S236 12:45pm – 02:00pm Ford Motor Company Luncheon Grand Ballroom 02:15pm – 06:00pm Career Expo Halls AB 03:00pm – 04:00pm Company Information Sessions S230,S231,S232,S233,S236,W262 06:00pm – 08:30pm Target Networking Event Jr. Ballroom

SATURDAY /// October 28, 2006 07:45am – 09:00am Johnson & Johnson Breakfast Grand Ballroom 08:30am – 05:00pm Interview Booths Hall C 09:00am – 12:30pm Career Expo Halls AB 12:45pm – 02:00pm Procter & Gamble Luncheon, Scholarship Recipients Recognized Grand Ballroom 02:15pm – 03:15pm Annual Membership Meeting, Scholarship Recipients Meeting Room TBD 02:15pm – 05:00pm Career Expo Halls AB

03:15pm – 04:30pm Professional Development Day Tracks S230/231,S233,S236,W262,W263,W264

06:45pm – 07:45pm Limited Brands Brillante Awards Reception Pre-Function Ballroom

04:45pm – 05:30pm Sponsor’s Pre-Conference Orientation Meeting S237

08:00pm – 09:45pm P&G Brillante Awards Dinner Grand Ballroom

06:15pm – 08:00pm United Healthcare- Hispanic Leadership Plenary Grand Ballroom

10:00pm – Midnight Brillante Awards Celebration Jr. Ballroom