The elite MBA promise is fraying in the US as top business schools face a hiring reality check, ETEducation
For years, the MBA from a top business school functioned as a kind of professional fast lane. You paid the fees, survived the case interviews, built the network, and three months after graduation, you were employed. That expectation still lingers on elite campuses. But for the class of 2025, it has collided with a job market that no longer runs on certainty.
There have been pockets of recovery. Harvard and Columbia universities saw stronger hiring outcomes last year. But across much of the top tier, the story is less reassuring. At Duke University’s Fuqua School of Business, 21% of job-seeking graduates were still unemployed three months after graduation last summer. At the University of Michigan’s Ross School of Business, about 15% were still looking, according to the Wall Street Journal report.
Those numbers are not a sudden shock, they mirror 2024, but they underline how far the market has drifted from what MBA students once took for granted.
A very different world from 2019
Six years ago, employers were scrambling for white-collar talent. In 2019, just 5% of Duke’s MBA job seekers and 4% of Michigan’s were still searching three months after graduation, according to the Wall Street Journal. Recruiters couldn’t hire fast enough. Offers came early and often in multiples.
That world no longer exists. Today’s graduates are entering a market weighed down by slower growth and crowded by experience. In 2025, the US added an average of about 49,000 jobs a month, according to US media reports, the weakest pace in more than two decades outside the two most recent recessions. Most of those jobs were in health services, far from the consulting, finance, and strategy roles most MBAs are trained for.
At the same time, layoffs across tech, finance, and professional services have pushed hundreds of thousands of mid-career professionals back into the job hunt. New graduates are no longer competing only with each other but with people who have already done the job before.
When corporate planning breaks down
MBA hiring depends heavily on long-range planning. Companies usually decide how many graduates they will hire months before campuses even begin graduation season. Offers are often extended long before new hires are expected to show up.
This past year, that system struggled. Employers found themselves planning against a backdrop of trade tensions that flared and faded, geopolitical risks that refused to settle, and the growing, yet still unclear, impact of artificial intelligence on white-collar work. Many firms delayed decisions or cut intake quietly, leaving fewer seats available when students finally entered the market. Career officials say the uncertainty, more than any single economic indicator, made last year especially difficult.
Georgetown’s case study in pressure
At Georgetown University’s McDonough School of Business, the strain was especially visible. A quarter of its MBA graduates were still looking for work three months after graduation, up from about 16% the year before and just 8% in 2019, according to the Wall Street Journal report.
The school’s response has been pragmatic rather than rhetorical. This fall, McDonough is rolling out a revised curriculum shaped directly by employer input, with a sharper focus on career readiness.
Where things are improving
Not every story is bleak. At Columbia Business School, 10% of graduates were still seeking employment three months after graduation, an improvement from recent years, according to the Wall Street Journal. Hiring picked up from firms such as Boston Consulting Group, JPMorgan Chase, and Amazon. More than 200 companies recruited from Columbia for the first time, suggesting that diversification, rather than dependence on a handful of employers, paid off.
Harvard Business School has taken a different tack, leaning heavily on its network and technology. The school is using artificial intelligence to match students with openings across multiple job platforms and to connect them with alumni already working at those firms. Faculty and alumni have also become more hands-on in coaching students through the search.
The result: 16% of HBS graduates were still looking for work three months after graduation, down from 23% the year before, though still above pre-pandemic norms, according to the Wall Street Journal report.
The MBA isn’t broken, but it has changed
What is unfolding is not the collapse of the elite MBA, but its correction. The degree still opens doors. It still carries weight. What it no longer does is insulate graduates from timing, policy shifts, or market hesitation.
For students, the message is uncomfortable but clear: pedigree helps, but adaptability matters more than it used to. For business schools, the lesson is sharper still. In a labor market shaped by uncertainty, outcomes, not branding, will decide which programmes retain their credibility.
The shortcut is gone. What remains is a longer, more complicated road—and a degree that works best for those prepared to navigate it.
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