????斯坦福大學(xué)的就業(yè)管理中心注意到了這一點(diǎn)。斯坦福大學(xué)并沒有簡(jiǎn)單地保證畢業(yè)生們會(huì)獲得高薪聘用（93%的2012屆MBA學(xué)生在畢業(yè)后三個(gè)月都收到了工作邀請(qǐng)）,，而是保證MBA學(xué)生們能夠得到他們最想要的工作。賽格威說：“我們致力于幫助學(xué)生探索他們是誰,，他們對(duì)什么最有熱情,，以及他們最想要什么?！?/p>

????那么他們到底是怎么做的呢,？賽格威表示“策略非常簡(jiǎn)單：我們幫助每一位學(xué)生定義一個(gè)獨(dú)特的職業(yè)與生活愿景?！本蜆I(yè)管理中心將這個(gè)過程正式化,，同時(shí)舉辦為期半天的職業(yè)與生活愿景研討會(huì)。賽格威估計(jì),，75%的MBA學(xué)生會(huì)參加自發(fā)的研討會(huì),。這種指導(dǎo)取代了傳統(tǒng)的求職策略建議,，甚至改變了就業(yè)中心的招聘方式。現(xiàn)在,，幫助商學(xué)院學(xué)生與以前的校友建立聯(lián)系已經(jīng)成了這個(gè)中心的一項(xiàng)必修課,。

????在MBA學(xué)生進(jìn)入學(xué)校和在斯坦福大學(xué)學(xué)習(xí)期間，校方要求他們圍繞下面這個(gè)問題建立并不斷改善一種假設(shè)：“我該如何對(duì)待自己的人生,？”根據(jù)他們的答案,，就業(yè)中心會(huì)將學(xué)生與能夠作為“思想伙伴”的校友進(jìn)行配對(duì)。這么做背后的理論是：這種校友與MBA學(xué)生之間的關(guān)系最終能帶來就業(yè)機(jī)會(huì),。賽格威說：“在過去,，學(xué)生寫好簡(jiǎn)歷，穿上西裝去參加面試,，滔滔不絕地大談特談自己有多高的水平,，足以勝任某個(gè)職位。但現(xiàn)在的學(xué)生卻是建立關(guān)系網(wǎng),?！睂W(xué)校認(rèn)為,，這種關(guān)系能持續(xù)不斷地提供工作機(jī)會(huì)，尤其是那些尚未公開的機(jī)會(huì),。

????放棄傳統(tǒng)招聘,，重視建立關(guān)系，也將MBA畢業(yè)生的求職時(shí)間從秋季一直延續(xù)到春季,。斯坦福大學(xué)2012屆MBA畢業(yè)生中,，67%的人在傳統(tǒng)的校園秋季招聘季結(jié)束后仍然再繼續(xù)求職。只有不到四分之一的MBA畢業(yè)生專心應(yīng)付秋季招聘季,，而且接受了校園招聘中提供的全職工作,。賽格威將其歸因于學(xué)生更加重視找到能實(shí)現(xiàn)個(gè)人抱負(fù)的工作，人際關(guān)系網(wǎng),，還有及時(shí)的機(jī)會(huì),。他表示，在傳統(tǒng)招聘季期間,，學(xué)生們并不是沒有積極求職,。只是，他們?cè)谙蛐Ｓ褜で髱椭?，尋找行業(yè)內(nèi)部的機(jī)會(huì),。他說：“這種交往是有組織的，圍繞著‘我該如何對(duì)待我的一生,？’這個(gè)問題進(jìn)行,，因此，學(xué)生們可以建立一個(gè)關(guān)系網(wǎng),?！?/p>

????這種不同以往的就業(yè)趨勢(shì)也要求使用新的標(biāo)準(zhǔn)來衡量成果。斯坦福不再把六位數(shù)的薪資和大品牌作為成功的標(biāo)準(zhǔn),，而是著力培養(yǎng)MBA學(xué)生和校友之間的密切合作與個(gè)人幸福感,。明天，賽格威希望能進(jìn)行一次標(biāo)準(zhǔn)化的調(diào)查,，在學(xué)生們離開斯坦福時(shí)以及未來生命中的固定時(shí)間,，衡量一下他們的幸福感和成就感。他說：“我們專注長(zhǎng)期效果,。我們相信,，只要學(xué)生在斯坦福能夠?qū)ψ约禾岢稣_的問題，那么未來五年,，十年,，二十年，他們?nèi)詴?huì)不斷用這些問題來幫助自己獲得成功?！?/p>

????這個(gè)計(jì)劃能帶來成功嗎,？它取決于每一位MBA學(xué)生對(duì)成功的定義。但賽格威堅(jiān)信,，這個(gè)計(jì)劃將取得積極的成果：真正的優(yōu)勢(shì)在于,，學(xué)生可以找到他們真正熱愛、真正充滿激情,、真正能夠發(fā)揮潛能的職業(yè)道路,。（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????Stanford's Career Management Center has taken note. Instead of simply ensuring that their graduates are gainfully employed (93% of 2012 MBAs had job offers three months after graduation), Stanford is set on making sure MBAs are securing jobs they actually want. "We really focus on helping students explore who they are and what they're most passionate about and what they want to do," Sanghvi says.

????So how exactly do they do it? "The strategy is fairly simple: We help each student define a unique career and life vision, Sanghvi says. The Career Management Center has gone so far as to formalize this process and hosts half-day Career and Life Vision workshops. Sanghvi estimates that 75% of MBAs attend the voluntary sessions. This type of guidance has superseded the more traditional job search strategy advice and even changed the career center's approach to recruiting, which now entails forging connections between B-school students and alumni early on.

????When they arrive on campus and throughout their Stanford experience, MBAs are asked to build and refine a hypothesis around the question, "What should I do with my life?" Based on their answers, the career center pairs students with alumni who can act as "thought partners." The theory is that these alumni-MBA relationships will eventually lead to job opportunities. "Historically, you wrote a resume, dressed up in a suit, and went to an interview and the conversation would focus on your high-level qualifications for the job description, but now students build a network of connections," Sanghvi says. It's assumed

????that these connections will provide a constant feed of job opportunities, particularly ones that aren't public yet.

????The emphasis on relationships over traditional recruitment has also pushed the timing of MBAs' job search back from the fall to the spring. Some 67% of Stanford's 2012 MBA graduates continued their employment search after the traditional on-campus fall recruiting season closed. Less than one-quarter of these MBAs wrapped up the season by accepting full-time offers facilitated by on-campus recruiting. Sanghvi attributes this to a greater emphasis on finding fulfilling employment, networking, and just-in-time

????opportunities. Students aren't inactive during the traditional recruiting cycle, he says. Rather, they're reaching out to alumni who can advise them on industries and inside opportunities. "Because this networking is happening so organically around the question of, 'what should I do with my life,' students can build a web of connections," he says.

????These changing career trends also require new metrics to measure success. Instead of simply chalking up a six-figure gig with a big brand as a win, Stanford is honing in on the alignment and happiness of both MBAs and alumni. As early as next year, Sanghvi hopes to introduce a standardized survey that will measure happiness and fulfillment when students leave Stanford and again at regular intervals across their lifetimes. "Our focus in on the long-term game. We believe that if we can get students asking the right questions here, they'll keep asking those questions of themselves five, 10, 20 years from now," he says.

????Will this plan breed success? That really depends on MBAs' individual definitions of the term. However, Sanghvi is confident the outcomes will be positive: "The real upside here is that students can find paths that they really love and that they're really passionate about and that really brings out the best in them."