2026年商科潜在学生调查报告

GMACProspective

StudentsSurvey

2026Report

GMAC|ProspectiveStudentsSurvey2026Report2

Thedirectionofthefuturecandidatepipelineisbeing

reshapedbywhat,how,andincreasinglywhereprospectivestudentschoosetostudy.Whenbuildingnewstrategies,

businessschoolsshouldfactorintheelasticityofevolving

patternsinglobalstudentmobilityascandidatesexploreabroaderarrayofstudydestinationsworldwide.Atthesametime,candidatesarebecomingevermoredisciplinedinhowtheyassessreturnoninvestment,challengingprogramstodemonstrateclearrelevanceandconcreteoutcomes.InsightsfromtheGMACProspectiveStudentsSurvey-2026reportsuggestthatsuccessinthisenvironmentwillhingeonhow

effectivelyschoolscommunicatemeasurablevalueandbuildtrustwithprospectivestudentsnavigatinganincreasinglycomplexgloballandscape.

JoyJones

CEO,GMAC

GMAC|ProspectiveStudentsSurvey2026Report3

Tableofcontents

Introduction 4

Executivesummary 6

Keyfindings 7

Motivationsandbarriers 9

Studydestinations 23

Preferreddegreesandmodalities 29

Skillsandcareers 39

Applicationandfinancingplans 48

Conclusion 57

Methodology 58

Appendix 61

Contributors 63

GMAC|ProspectiveStudentsSurvey2026Report4

Introduction

Formorethan15years,theGMACProspectiveStudentsSurvey

hasprovidedtheworld’sgraduatebusinessschoolswithcriticalinsightsintothedecision-makingprocessesofpeopleactively

applyingto,considering,orresearchinggraduatemanagement

education(GME)programs.Itsquestions—coveringadiverse

rangeoftopicsthatimpactprospectivestudents’applicationandenrollmentdecisions—provideschoolprofessionalswithtimely,relevant,andreliablemarketintelligencetoinformhowthey

engagewithcandidatestobuildtheirincomingclasses.

Thisyear’sreport,whichconsidersdatacollectedthroughoutthe2025calendaryear,continuestoexplorecandidates’programandmodalitypreferences,theskillstheyplantocultivatein

businessschool,andthecareergoalstheyultimatelyaimtoachieve.Inthecontextofnew

patternsofapplicationtrends,weexamineprospectivestudents’preferredstudydestinationsearlierintheirpathstoGME.Thereportalsodivesdeepintounderlyingcandidatemotivationsandbarriersaswellasthetacticalmechanicsoftheirapplicationandfinancingplans.

RespondentsincludecandidateswhovisitedGMAC’swebproperties(i.e.,,

,,,andsocialmediaaccounts)tolearnabout

andprepareapplicationstoGMEprograms.Respondentsmayalsobemembersofpartner

organizations(e.g.,FortéFoundation,BetaAlphaPsi)whoareinterestedinGME.Oursample

ishighlyrepresentativeofastrongapplicantpoolthatoverwhelminglyplanstoenrollinGME

programswithinthenexttwoyears,withamarginoferrorofonepercentwhenreporting

globaltrends.Nootherdatasourcecurrentlyavailableprovidesthebreadthanddepthof

sampleanddatatobusinessschoolprofessionals.Additionalinformationonthesurvey

methodologyandanalyticalproceduresunderpinningthesurveyandthisreportcanbefoundinthemethodologysection.

Thisanalysisisintendedtocommentontrendsandpatterns—nottoimplythatanyonegroupismonolithicintheirpreferencesandbehaviors.

FindmorewaystoexploreGMAC

ProspectiveStudentsSurveyresultsat/prospectivestudents

GMAC|ProspectiveStudentsSurvey2026Report5

2026Surveysamplestats

4,253

Surveyrespondents

46%

Femalerespondents

145

Countriesof

citizenshiprepresented

27%

Underrepresented

respondents(U.S.only)

AboutGMAC

GMACisaglobalnonprofitassociationofleadinggraduatebusinessschoolscommittedto

connectingfuturebusinessleaderswitheducationalopportunitiesandadvancinggraduate

managementeducationworldwide.Throughassessments,research,events,andrecruitment

solutions,weprovidethetoolsandinformationnecessaryforschoolsandcandidatestodiscoverandevaluateeachother.WithofficesinChina,India,theUnitedKingdom,andtheUnitedStates,GMACservesmorethan17millionvisitorseachyearacrossitsdigitalplatforms.

GMAC|ProspectiveStudentsSurvey2026Report6

Executivesummary

TheGMACProspectiveStudentsSurvey-2026reportrevealsthatGMEcandidatesareredefiningwhere

theywanttostudy,whattheyexpecttolearn,and

howtheyevaluatereturnoninvestment(ROI).Today,candidatesviewbusinessschoollessasavehicleforcareerpivotingandmoreasapathwaytodurable

skills,clearROI,andspecificcareeroutcomes.At

thesametime,thetriggertoapplyismoresocially

influencedthaneverbefore,withinputfromparents,professors,andfriendsincreasinglyprompting

applicationplanning.

Asbusinessschoolsrefinetheirvaluepropositions,thisyear’sresultsshowthatcandidatesearlierin

theGMEjourneyneedmoresupportinvisualizing

howgraduatebusinesseducationfitsintotheirlives.

Comparedtothoseclosertoapplying,candidatestwoormoreyearsoutexpressgreaterconcernsaboutcost,timecommitment,andpotentialcareerdisruption.

Outreachtoearly-stagecandidatesismosteffective

whengroundedinconcreteexamplesofstudentand

alumnilifestyles,financingstrategies,andcareer

outcomes.Transparencyaroundcost,funding,and

timecommitmentisespeciallycritical,asearlypipelinecandidatesholddifferentfinancingexpectationsthan

thosepreparingtoapplywithintheyear.

Followingabanneryearforbusinessmaster’s

applicationgrowth,2025sawpreferreddegreetypesremainlargelystable.MBAprogramscontinueto

dominateamongtheircorepipelineof25-30-year-

olds,whilepre-experiencecandidates—whoalreadycomprisemuchofthebusinessmaster’smarket—

showevenstrongerinterestinnon-MBAgraduate

businessprogramscomparedtopre-pandemiclevels.

Interestinfull-time,in-personlearningalsoremainedelevatedafterlastyear’sresurgence,withwomen

andfirst-generationcandidatescontinuingtoexpressoutsizeddemandforflexiblemodalities.Across

degrees,expectationsforartificialintelligence(AI)arenowwidespread,joiningcross-functionalpriorities

suchasstrategy,businessanalytics,andcorporatefinanceascorecurricularimperatives.

Prospectivestudentsarealsoreconsideringnot

justwhatandhowtheywanttostudy,butwhere.

RecenttrendspointtostructuralrisksintheU.S.

internationaltalentpipeline.Non-U.S.citizensreportthatthecurrentU.S.government'spoliciesand

practiceshavedeterredtheirplanstopursueGMEintheUnitedStates,redirectinginterestlargelytowardWesternEuropewhileexpandingshortliststoincludeprogramsacrossabroaderrangeofdestinations.

Lastyear’sGMACProspectiveStudentsSurvey

focusedonthechannelsandmessagesthat

resonatemostwithcandidates.Thisyear’sreport

goesfurther,examiningtheunderlyingmindsetsthatdrawcandidatestoward—orawayfrom—graduate

managementeducation.Amiddisruptivetechnologies,shiftingmobilitypatterns,andrisingexpectations

forvalue,businessschoolsthatadapthowthey

recruit,communicateoutcomes,anddesignlearningexperienceswillbebestpositionedtosustain

demandandexpandaccessintheyearsahead.

GMAC|ProspectiveStudentsSurvey2026Report7

Keyfindings

Motivationsandbarriers

⚫Onaverage,candidatesarelessmotivatedthanbeforetopursueGMEtochangetheircareertrajectory,nowfocusedmoreonskillsandROI.

⚫YoungercandidatesaremorelikelytopursueGMEtoincreasetheirincome,status,

opportunitiesabroad,andfamilypridecomparedtocandidateswhoarefurtheralongintheircareers.Oldercandidatesarestillmorelikelytoseekoutcareerpivotsandpromotions.

⚫Comparedtopre-pandemiclevels,candidatesaremorelikelytotakeactiontowardpursuingGMEduetosocialinfluencesandbecausetheylackskillstoapplyforaspecificjob.

⚫Candidateswhoareearlierintheirjourneytograduatebusinessschoolaremore

concernedaboutcost,potentialcareerdisruption,anddemandsontimecomparedtocandidateswhoplantoapplywithinthenextyear.

Studydestinations

⚫CandidatesincreasinglyprefertostudyinWesternEuropeovertheUnitedStates—especiallycandidatesfromCentralandSouthAsiaandLatinAmerica.

⚫Overthecourseof2025,non-U.S.citizenswereincreasinglydeterredfrompursuingGMEintheUnitedStatesduetothepoliciesandpracticesofthecurrentU.S.government.

Preferreddegreesandmodalities

⚫ThecorepipelineofMBAcandidatesaged25-30havemaintainedconsistentpreferenceforfull-timeMBAprogramssince2019.Candidatesaged22andyounger—typicallyconsideredthecorepipelineofbusinessmaster’sdegrees—reportedevengreaterpreferencefornon-MBAbusinessmaster’sprogramsin2025comparedtopre-pandemiclevels.

⚫Globalcandidates’preferencetostudyfull-timeandin-personheldsteadyin2025after

anuptickinpreferencefrom2023to2024.Preferenceforhybridandflexiblelearningalsoheldsteadyin2025afteradeclineinpreferencesfrom2023to2024.

⚫In2025therewasa12-pointgendergapinglobalcandidates’preferencetostudyfull-timeandinperson—thelargestsinceatleast2019.

GMAC|ProspectiveStudentsSurvey2026Report8

Skillsandcareers

⚫AIisnowacommoncurricularexpectationacrossmostdegreetypes,joiningtopicslikestrategyandbusinessanalyticsinwidespreadappealtocandidatesseekingdifferent

GMEprograms.

⚫Employersandcandidatescontinuetoagreethatstrategicthinkingandproblem-solving

arethetopskillstodevelopinbusinessschool.Comparedtocandidates,employersplacemoreemphasisonhumanskillslikeinitiative,coachability,andemotionalintelligence.

⚫Pre-experiencecandidatesaregrowinglessinterestedinthetechnologysectorastheirdesireforpost-GMEcareersinfinancialservicesgrows.

Applicationandfinancingplans

⚫Women,first-generationcandidates,andU.S.underrepresentedcandidatesplantosendfewerapplicationsthantheircounterparts.1

⚫Onaverage,MasterofFinancecandidatesplantosubmitthemostapplications(5.22)

comparedtootherdegreetypes,andaccountingcandidatesplantosubmitthefewest(2.61).

⚫Full-timeMBAcandidatesreportthelowestpricesensitivityabouttuitionandfeescomparedtocandidatesseekingothergraduatebusinessdegrees,withwomen,U.S.underrepresented,andfirst-generationcandidatestypicallymorecost-consciousthantheircounterparts.

1.Anyrespondentwhosecaregiverhadnotattainedabachelor’s/four-yeardegreeorhigherlevelofeducationwasconsideredtobefirst-generation.U.S.candidateswhoself-identifiedasBlackorAfricanAmerican,Hispanic,orNativeAmericanwereclassifiedasunderrepresentedU.S.candidates.

GMAC|ProspectiveStudentsSurvey2026Report9

Motivationsandbarriers

UnderstandingwhatdrivesprospectivestudentstowardGME—andwhatholdsthem

back—iscentraltohowbusinessschoolsshapeprograms,communicatevalue,andbuildsustainablepipelines.Motivationssignalhowcandidatesdefinesuccessintoday’slabormarket,whilebarriersrevealwhereevenstronginterestcanstallbeforeapplication.

Together,theyofferearlyinsightintoshiftingexpectationsaroundskills,outcomes,andaccessthatincreasinglyinfluencedemandacrossdegreetypesandregions.Examiningtheseforcesprovidescriticalcontextforidentifyingwhereinstitutionscanmosteffectivelyadaptprogramdesign,messaging,andsupporttomeetevolvingcandidateneeds.

Programandrecruitmenttakeawaysandtips

⚫Candidatesareshiftingfrom“careerswitching”totargetedskill-buildingwithclearROIexpectations:Leadwith

outcome-drivenmessaging—employmentoutcomedata,

roleprogression,salaryimpact,andalumnisuccessstoriestiedtospecificskills.

⚫TriggerstopursueGMEareincreasinglysituationaland

sociallyinfluenced:Alumniandstudentambassadorsremainimportantinfluencers,butalsoconsiderspecificoutreachtoparentsaswellasprofessors,whoareespeciallyinfluential

tocandidatescurrentlyenrolledinadegreeprogram.

⚫FinancialconcernsremaintheprimarybarriertoGME

acrossregions,butespeciallyatearlystagesofthejourney:Normalizediscussionsofcost,ROI,andfinancialaidinearly-stagecontenttoreducestickershockanduncertainty.

⚫CandidateswhoareearlierintheirjourneytoGMEaremoreconcernedaboutpotentialcareerdisruptionanddemandsontime:Helpcandidatesvisualizehowgraduatebusinessschoolcanfitintotheircareerjourneyandlifestylewithspecific

examplesofcareerpathsandstudent/alumnistoriesthatfocusontheirroutinesandhowtheybalancedacademic,professional,andpersonalobligations.

CandidatesarelessmotivatedtopursueGMEtochangetheircareertrajectorythanbefore,nowfocusedmoreonskillsandROI.

SeveralyearsofdatafromtheGMACProspectiveStudentsSurveyhasilluminatedthe

multidimensionalnatureofhowcandidatesdecidetopursueGME.Thingslikeincreasing

incomeorenhancingone’snetworkthroughbusinessschoolhavefeaturedastopjustificationssinceweaddedaquestionaboutcandidates’motivationstothesurveyin2022(Figure1).Butthemostcommonreasonwhyprospectivestudentswanttoattendgraduatebusinessschoolisconsistently“toenrichtheirlifeanddeveloptheirpotential,”revealingacritical—butless

tangible—factorincandidates’decision-making.

Since2022,globalcandidateshaveincreasinglybeenmotivatedtopursueGMEinordertogainbusinessknowledgeastheirinterestinchangingindustriesorjobfunctionshaswaned.Nearlythree-quartersofprospectivestudentsreportedwantingtogainbusinessknowledgein2025,

evensurpassingthedesiretoincreasetheirincome.Meanwhile,theshareofcandidateswho

wantedtopivottheircareersdropped16points,from58percentin2022to42percentin2025.ManycandidatesalsoreportedwantingtopursueGMEinordertoliveinortraveltoother

countries,withtwo-thirdsindicatingtheywantaglobalcareerandhalfspecifyingtheywouldliketoworkabroad.

GMAC|ProspectiveStudentsSurvey2026Report10

GMAC|ProspectiveStudentsSurvey2026Report11

Figure1:Comparedto2022,candidatesin2025weremorefocusedon

gainingbusinessknowledgeandlessfocusedonchangingtheirindustryorjobfunction.

CandidatesarestillmostmotivatedtopursueGMEtoenrichtheirlifeanddeveloptheirpotential.

Globalcandidates'motivationstopursueGME,2022and2025

20222025

Enrichlifeanddeveloppotential

Gainbusinessknowledge

IncreaseopportunityofaglobalcareerIncreaseincome

Buildwealth

Enhancenetwork

Gainaccesstoemploymentabroad

Haveapositivesocial/environmentalimpactIndustry/jobfunctionchange

HavetheskillstostartmyownbusinessSupportfamily

AttainstatusandrespectMakemyfamilyproudGainpromotion

Securecurrentjob

81%77%

62%

72%

68%

65%62%

59%

58%

61%54%

49%

45%

58%

42%

40%

35%

28%

27%

23%

23%

19%

13%

14%

0%25%50%75%100%

Shareofprospectivestudents

Note:Someoptionswereaddedafterthequestionfirstappearedinthesurveyin2022,sodatainthatyeararenotavailable.

Ageplaysanimportantroleinwhatmotivatescandidatestopursuegraduatemanagement

education.Whilepersonaldevelopmentandgainingbusinessknowledgearetopfactors

acrossagecohorts,youngercandidates—whotypicallyhavefewerpersonalandprofessionalresponsibilitiescomparedtooldercandidates—aremorelikelytoattendgraduatebusiness

schooltoworkortravelabroad(Figure2).Greaterincomeisalsomorelikelytomotivate

candidatestheyoungertheyare,alongwithintangiblesocialbenefitslikerespect,status,andmakingtheirfamiliesproud.Candidatesaged40andolderarethemostlikelytopursueGMEtogainapromotionintheircurrentrole,whilemorethanhalfofcandidatesaged25-39are

stillseekingcareerchangethroughGME.

GMAC|ProspectiveStudentsSurvey2026Report12

Figure2:Youngercandidatesaremorelikelytobemotivatedbyincreasing

income,opportunitiesabroad,status,andfamilypride,whileoldercandidatesaremostlikelytoseekanindustry/jobfunctionchangeorapromotion.

Thoughnotdisplayed,enrichinglifeanddevelopingpotentialwasthemostcommonmotivatoracrossagecohortsin2025.

Globalcandidates'motivationstopursueGMEbyagecohort,2025

22andyounger23to2425to3031to3940andolder

Increaseincome

Gainaccesstoemploymentabroad

Attainstatusandrespect

Makemyfamilyproud

Industry/jobfunctionchange

Gainpromotion

66%

64%

62%

57%

56%

55%51%

48%

45%

30%

33%25%

26%

24%

21%

31%23%

22%12%

12%

23%

38%

56%

54%47%

17%15%

20%

21%

26%

0%25%50%75%100%

Shareofprospectivestudents

Still,thefour-yeardecreaseinhowmanycandidatescitechangingindustriesorjobfunctionsasareasonforpursuingGMEwasstatisticallysignificantacrosseachagecohort(Figure3).Forexample,candidatesaged40andolderwere19pointslesslikelytowanttochangecareersasamotivatorforpursuingGMEin2022comparedto2025,thelargestdropforanyagegroup.

Though25-30-year-oldsand31-39-year-oldsarestillthemostlikelyagecohorttociteindustryorjobfunctionshiftsasareasonforattendinggraduatebusinessschoolin2025,therewasstilla13-pointdropforeachcohortoverthepastfouryears.

GMAC|ProspectiveStudentsSurvey2026Report13

Figure3:AllagecohortsarelessmotivatedtochangetheirindustryorjobfunctionthroughGMEsince2022.

25-30and31-39-year-oldsarethemostlikelycohortstopursueGMEforacareerchange.

GlobalcandidatesmotivatedtopursueGMEtochangeindustriesorjobfunctionsbyagecohorts,2022-2025

22andyounger23-2425-3031-3940andolder

Shareofprospectivestudents

100%

75%

EQ\*jc3\*hps19\o\al(\s\up2(69),67)

EQ\*jc3\*hps19\o\al(\s\up2(%),%)

66%25-30,56%

50%53%31-39,54%

40andolder,47%37%23-24,38%

25%

22andyounger,23%

0%

2022202320242025

Candidates’decreasedemphasison“careerswitching”shouldnotbeinterpretedasgreater

apathytowardtheircareers.Rather,theevidencepointstocandidatesbeingevenmore

outcome-focusedthaneverbefore,especiallyasthe“GreatResignation”periodcameto

aclose,andpowerinthelabormarketshiftedawayfromjobseekersandbacktowards

employers.2Lastyear’sGMACProspectiveStudentsSurveyfoundthatROIandcareeroutcomescontinuedtotopthelistofmost-researchedtopicscandidatesconsiderintheirjourneyto

GME—andatanevengreaterratethanthepreviousyear.In2025,therewerenostatistically

significantchangesinwhattheaveragecandidateisresearching,withROIandcareeroutcomescontinuingtotopthelist—evenoverfactorslikeprogramcostorrankings.

Yetwhatcandidatesresearchvariesbasedontheirpreferreddegreetype.Forexample,ROI

andcareeroutcomesarethemostresearchedaspectsofGMEthatfull-timeMBAcandidatesconsider—andatstatisticallygreaterratesthanwhenthequestionwasfirstaddedtothe

surveyin2023(Figure4).Asfull-timeMBAcandidates’interestinlearningaboutthesefactorsincreased,theirresearchaboutprogramcostandprogramrankingsalsosawstatistically

significantdeclines.

ROIandcareeroutcomeswerethetopfactorsresearchedbyprofessionalMBA(e.g.,online,

hybrid,orexecutiveMBAprograms)andbusinessmaster’scandidatesin2025,too.For

professionalMBAcandidates,costwasalsoatopconsideration.Likefull-timeMBAcandidates,prospectivebusinessmaster’sstudents’researchaboutprogramrankingssawstatistically

significantdeclinescomparedto2023.

2.Cox,Jeff.“EconomyLifeafterthe‘greatresignation’:Incentivesaredimmingforworkerstochangejobs.”CNBC,February19,2026.

/2026/02/19/life-after-the-great-resignation-incentives-are-dimming-for-workers-to-change-jobs.html

.

GMAC|ProspectiveStudentsSurvey2026Report14

Figure4:ROIandjoboutcomeswerecandidates’mostresearchedtopicsregardlessofpreferreddegreetype,withfull-timeMBAcandidates

increasinglyfocusingontheseaspectssince2023.

Programrankingsarelessresearchedbyfull-timeMBAandnon-MBAbusinessmaster’scandidatescomparedto2023.

Shareofprospectivestudents

Full-timeMBAcandidates'mostresearchedaspectsofGME,2023and2025

100%

75%

50%

25%

0%

工

12%15%

工

48%46%

40%

工

39%

工

40%

I34%

28%26%

工

24%25%

32%

21%

27%

21%

24%20%

15%

工

6%5%

工工

18%

17%

20232025

Careeroutcomes

(jobs,salaries)

ROI(skills,

futureopportunities)

Programrankings

Financialaidoptions

Specificinstitutions

offeringprogram

Costoftheprogram

Programcurriculum

Programeligibility

requirements

Networkingopportunities

Valueofdegree

toemployers

Alumninetworks

Timecommitment

ProfessionalMBAcandidates'mostresearchedaspectsofGME,2023and2025

Shareofprospectivestudents

100%

75%

50%

25%

0%

41%

33%29%

26%25%

T

IT25%

23%20%22%

15%15%

II

37%38%37%

tTt30%

28%

T

26%26%

T19%T

14%10%

19%16%

20232025

Costoftheprogram

ROI(skills,

futureopportunities)

Careeroutcomes

(jobs,salaries)

Programrankings

Programcurriculum

Specificinstitutions

offeringprogram

Programeligibility

requirements

Financialaidoptions

Timecommitment

Networkingopportunities

Valueofdegree

toemployers

AlumniNetworks

Non-MBAbusinessmaster'scandidates'mostresearchedaspectsofGME,2023and2025

Shareofprospectivestudents

100%

75%

50%

25%

0%

33%31%2

14%

工

工

9%

工

7%

工

36%38%37%36%36%36%34%

9%26%2

9%I28%

16%

8%9%

工工

19%

19%

20232025

31%

Careeroutcomes

(jobs,salaries)

ROI(skills,

futureopportunities)

Costoftheprogram

Programeligibility

requirements

Programrankings

Specificinstitutions

offeringprogram

Programcurriculum

Financialaidoptions

Valueofdegree

toemployers

Networkingopportunities

Timecommitment

AlumniNetworks

Note:“Networkingopportunities”wasaddedafterthequestionfirstappearedinthesurveyin2023,sodatainthatyeararenotavailable.

GMAC|ProspectiveStudentsSurvey2026Report15

CandidatesareincreasinglylikelytotakeactiontowardpursuingGMEduetospecificqualificationgaps,economicpressure,andsocialinfluences.

ThegrowingspecificitywithwhichcandidatesevaluatetheirpathtoGME—seenintheir

increasedfocusonskilldevelopmentandpost-GMEoutcomes—isalsoevidencedinwhat

influencesthemtobegintakingconcreteactionintheirapplicationplans.Comparedtopre-pandemiclevels,candidatesin2025werestillmostlikelytosaytheyhadalwaysplannedtopursuegraduatebusinesseducationatthispoint—butatalowerratethan2019(Figure5).

Instead,candidatesincreasinglyreportedsituationswheretheywantedtoapplyforajobbutfoundtheylackedtherequiredskillsordegreetobecompetitive.

Figure5:Comparedto2019,candidatesin2025weremorelikelytotake

actiontowardpursuingGMEbecausetheylackedskillstoapplyforanewjobandduetosocialinfluences.

Candidatesin2025werealsolesslikelytotakeactiontowardgraduatebusinessschoolbecausetheyalwaysplannedto,thoughitremainsprospectivestudents’mostcommontrigger.

Globalcandidates'triggerstoapplytoGMEprograms,2019and2025

20192025

Ialwaysplannedtopursueagraduatebusinesseducationatthispoint

Wantedtoapplyforajob,butlackedrequiredskillsand/ordegreetobecompetitive

Pressuredbythepotentialeconomicrecess