????斯坦福大學的就業(yè)管理中心注意到了這一點。斯坦福大學并沒有簡單地保證畢業(yè)生們會獲得高薪聘用（93%的2012屆MBA學生在畢業(yè)后三個月都收到了工作邀請），而是保證MBA學生們能夠得到他們最想要的工作。賽格威說：“我們致力于幫助學生探索他們是誰，他們對什么最有熱情，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“策略非常簡單：我們幫助每一位學生定義一個獨特的職業(yè)與生活愿景。”就業(yè)管理中心將這個過程正式化，同時舉辦為期半天的職業(yè)與生活愿景研討會。賽格威估計，75%的MBA學生會參加自發(fā)的研討會。這種指導取代了傳統(tǒng)的求職策略建議，甚至改變了就業(yè)中心的招聘方式?，F(xiàn)在，幫助商學院學生與以前的校友建立聯(lián)系已經(jīng)成了這個中心的一項必修課。

????在MBA學生進入學校和在斯坦福大學學習期間，校方要求他們圍繞下面這個問題建立并不斷改善一種假設：“我該如何對待自己的人生？”根據(jù)他們的答案，就業(yè)中心會將學生與能夠作為“思想伙伴”的校友進行配對。這么做背后的理論是：這種校友與MBA學生之間的關系最終能帶來就業(yè)機會。賽格威說：“在過去，學生寫好簡歷，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，足以勝任某個職位。但現(xiàn)在的學生卻是建立關系網(wǎng)?！睂W校認為，這種關系能持續(xù)不斷地提供工作機會，尤其是那些尚未公開的機會。

????放棄傳統(tǒng)招聘，重視建立關系，也將MBA畢業(yè)生的求職時間從秋季一直延續(xù)到春季。斯坦福大學2012屆MBA畢業(yè)生中，67%的人在傳統(tǒng)的校園秋季招聘季結束后仍然再繼續(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生更加重視找到能實現(xiàn)個人抱負的工作，人際關系網(wǎng)，還有及時的機會。他表示，在傳統(tǒng)招聘季期間，學生們并不是沒有積極求職。只是，他們在向校友尋求幫助，尋找行業(yè)內(nèi)部的機會。他說：“這種交往是有組織的，圍繞著‘我該如何對待我的一生？’這個問題進行，因此，學生們可以建立一個關系網(wǎng)?！?/p>

????這種不同以往的就業(yè)趨勢也要求使用新的標準來衡量成果。斯坦福不再把六位數(shù)的薪資和大品牌作為成功的標準，而是著力培養(yǎng)MBA學生和校友之間的密切合作與個人幸福感。明天，賽格威希望能進行一次標準化的調查，在學生們離開斯坦福時以及未來生命中的固定時間，衡量一下他們的幸福感和成就感。他說：“我們專注長期效果。我們相信，只要學生在斯坦福能夠對自己提出正確的問題，那么未來五年，十年，二十年，他們?nèi)詴粩嘤眠@些問題來幫助自己獲得成功。”

????這個計劃能帶來成功嗎？它取決于每一位MBA學生對成功的定義。但賽格威堅信，這個計劃將取得積極的成果：真正的優(yōu)勢在于，學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。（財富中文網(wǎng)）

????譯者：劉進龍/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 This type of guidance has superseded the more traditional job search strategy advice and even changed the career center's approach to recruiting, which now entails forging connections between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."