market_leader_business_english_human resources.pdf

8/18/2019 market_leader_business_english_Human Resources.pdf

http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 1/89



Recruitment

1 E-recruitment

2

Social etworking

3

Thewar or

alent:Generation

Training

4

Executive

ducation

5

Evaluat ing

raining

rogrammes

6

Apprenticeships

Pay

and

reward

7

Executive

ay

8 Benefits

9

Bonuses

nd

ncent ives

Diversity

10 Ethniciversity

11

Gender qual i ty

12

Hir ingocal ly r

abroad

Strategy

13

Buitdingstrong R rand

14 E-firing

HRdocuments

15

Job

dvert isement

15

Letter f appointment

17 Performance

ppraisal

ecord

18 Staff atisfaction

urvey

Check ests

Answer ey

Glossary

4

8

7 2

76

20

24

28

32

36

52

56

40

44

48

50

64

68

72

76

80

90



This nit ooks t hewaysnwhich mproyersreusingechnotogyn he

recruitmentrocess.

Discuss

hese

uestions.

1

When

ou

are

hinking

bout

our

uture

areer,

ow

an

ou

ind

outabout

he

different

ompanies

and

organisations

ou

could

work

or?

2

What

ort

of

process

o

you

have

o

go

h ough

n

order

o

get

a

ob?

Describe

he

various

tages.

tr

Understandingdetails

tr

Understandingthe

ain

oints

Read

he

article

n

heopposite age

ndanswer

hese

uestions.

1

Which

modern

echnological

esource

re ompanies

owusingo recruithenext enerationf employees?

2 Besides

heir wnwebsite,

hich

wo

other

ypes

f

siteare

ompanies

sing

o

attract

nd ecruit

graduates?

3 Atwhich

tage

n

he ecruitmentrocess

s

online

esting

seful?

4

In

which

womainways

s his

generally

seful

o both

emptoyers

nd

graduates?

5 why

s t

mportant

or

companies

o

give uick

utomated

eedback?

6

Why s t

not

sufficient

or

companies

impty

o use

heir

wn

website

o

attract

oung

ecruits?

7 What

re

ompanies

rying

o

achieve

y

engaging

ith

potential

mployees

utside

f

he

company's

ownwebsiteomain?

8 According

o

he

article,

re

a[[employersroficient

t using

eb

esources

o attract

nd ecruit

employees

et?

Read

he

article

gain

nd

answer

hese

uestions.

1

Which

elt-known

nternet

ite

s

playing

major ole

n

Ernst

ndYoung's

ecruitment

trategy?

2 What

s

heworld's

argest

nline

ecruitmentroup?

3 Give

specific

xample

f how

online

esting

s

useful,

irstty

o he

company

nd

secondly

o

he

potentiaI

ob

applicant.

4 Which

irtual

orld

re

ome

ompanies

singn

order

o

meet

otential

ecrui ts?

5 How

an

potential

ecruits

se

hat esource

o meet

nd atk

o company

mployees?

6 which

ther

wo nternet

orums

o

employers

se

o meet

oung

eople?

7 once

mployers

ave

made

ontact

ith

oung

eople,

ow

o

hey

eep

hose

oung

eople

interestedn hem?



Since2007,Ernst& Young's ecruit-

ment strategyhas ncluded a

page

on

Facebook.On the site,

ob

candidates

canmeetstudents

aining

work

experi-

ence,

participate

n

opinion

polls

and

join

discussion

roups,

whose opics

cover

everything rom

psychometric

testing

o working n China.

However, the accounting

irm's

move into social networking

s

only

one

example f the

way

companiesan

use he web o attract op talent.Some

companies aveextended

heir use

of

the

Intemet n the recruitment

rocess

and are using web tools

very

effec-

tively.

As well as making use

of

the

services f companies

uchasMonster,

the

world's largest

online

recruitment

group,

hey areusingonline

echnology

zo

to speed

p the application

rocess.

This allows candidates o find out

detailsabout hejob

they areapplying

for and complete he

first

stages f

the application.

C One

mpoftant

part

of this

process

s

online

esting. akinga

practice

eston

a corporate

websitemeansan ndivid-

ual can measure hemselves gainst

thestandardsf thecompanyn areas

:o such as numeracy, or example.

For

companies,hese ests

can weed out

inappropriate andidates efore hey

haveevenstarted he

application

pro-

cess.

nd for

graduates,

hey save ime

:s and money. f they don't measure

p,

they can withdraw from the

process

without having to spend time on

application forms or travelling

to

another ity.

D

It

is important or companieso fol-

low up with automated eedbackon

the ests, owever.Candidates ho do

well

in

practice

tests and receive

instant feedback elling them that

+s they'veexceededhe standardequire-

ments ind that

very

encouraging,

nd

so end o stick

with the companyand

continue heir

application.

E However, he

web

offers

more han

so

automated orm filling,

particularly

when t comes o identifying the best

talent

mong he

graduate

ommunity.

Traditionally, companies hought

abouthow to find the right candidate.

ss Today,however, hey hink

abouthow

the right candidatecan find them

-

by

'

settingup shop' n other

parts

of

the

UNIT

' "

E-RECRUITMENT

Internet,outside hei r own web do-

mains. ech-sav\T.

ou

nger-Beneration

individuals now enteri ng he

jo b

market

spend

much

of their

lives

online and expect recruiters o be

there, oo.

For ompanies.hismeans ngaging

in the online social

networking

hat

plays

such an important

part

in the

way

young

ecruits nteractwith their

peers.

As well as socialnetworking

sites,

virtual worlds suchas

Second

Life also

provide

opportunities o

engage

rospective

andidates,

hose

'avatars'

(invented

online characters)

can nteractwith thoseof the compa-

ny's employees.

Much of the real

power

of the

nter-

net in recruitment

exists

in these

external

ites.where ompaniesan

build

an

employer brand and tap

into

potential

ecruits y engagingn

issuesabout which these ndividuals

are

passionate.

his means ompanies

need

o establish

presence

n

every-

thing rom chat ooms o blogs.

But while some orward-thinking

companies redoing his,many ecruit-

ers

have

yet

o

tap

nto hese udiences.

'Organisations

are a bit unsureat the

moment of how to take advantage f

this,' says Emma Parry, Research

Fellow at CranfieldSchoolof Manage-

ment.

But

it's somethinghey'll

have

to do

in the future

because,

or

this

generation

f

recruits,

hat's he way

they communicate.'

FT

Online

recruitment:

Shopping

or talent

in a virtual world

by Sarah

Murray

F

65

G

A

H

85

B

l0

Searchingor nformation

1 Lookat these easons hy employers articipaten socialnetworking ites.Tick /) the ones

mentionedn the article.

1

to attractop atent

2

to

haveun

playing

nSecond ife

3 to bui ld

nemployerrand

2 Look t hese easons hy

young eople

nteract ithcompaniesnsocial etworkingites.

Tick

/)

theones

mentionedn he

article.

1 to develop'avatars'

2

to

mprove

heir omputerki t ls

3

to

oin

discussion

roups

4 to tap nto

potential

ecruits

5 to learnmore boutwor ld

ssues

4 to meetnterns

5

to

part ic ipate

nopinion

ol ls



UNIT

"

E-RECRUITMENT

tr

Wordearch

Find hreewords n

paragraphs

andB of he article

which oltow

he

word ecruitment

ndmatch he

resulting

hrases

ith heirmeanings.

1 recruitment....... a) a

set

of companieshose

ob

t

s

o

help

mployersindnew mployees

2

recruitment

........ b) a

plan

or

ecruiting

ew

mployees

3

recruitment

9........

c) a

series

f

steps

hich esultsn he

hiring

f newemployees

tr

Word

amilies

1

Complete

he chartwithwords rom he article.

2 Completehe chartwith he correspondingouns.

verb noun

to attract

1

to extend

2

to

withdrawrom

to

follow

up

to

receive

5

1 Match heverbs ndverbphrases1-8)with he nounphrasesa-h) o formwordpartnerships

relating

o the use

of online

echnology

n he

ob

application

rocess.

g

Word

artnerships

1

to use

2 to complete

3

to followupwith

4 to

ind

out

5 to

weed

ut

6 to take

7 to save

a) inappropriateandidates

b) web

ools

eryeffectively

c) a

practice

est

d) timeandmoney

e) details bouthe

ob

f) the irst tages ftheapplication

g)

againsthestandards

fthecompany

8 to measurehemselves

h) automatedeedback

Decide hich

actions

n Exercise belong o the

candidate

nd

which

belonghe

company.

One fthem

applies

o both.



UNIT

"

E-RECRUITMENT

Sentence ompletion

Use

hrases

rom

Exercises-C

ocompletehese entences.

1 Wehave

ust

spent

a monthworkingout our for he coming

ear.

We

plan

o take

on

30

graduates

ndwi l l ecrui t

hem

al lonl ine.

2 W e a r e a v e r y p o p u l a r c o m p a n y t o w o r k f o r .n f a c t , w e w e r e v o t e d o n e o fh e t o p - t e n . . . . . . . . l a s t y e a r .

3 Some ompanies

re

using nl ine

web

ools o al low

potent ia l

ecrui ts

o

. . . . . . . . he i rst

stages f heir

job

appt icat ion.

4

Pract iceestsenable

otent ia l

ppl icantso. . . . . . . . themselvesgainsthestandardsf he company.

5

On l inees ts l l ow mp loyerso weed u t

. . . . . . . . . . . . . .

o ha t hey on ' twas te imeor money i s i t i ng

the company

or estsand nterviews.

6 Social etworkinganbea

great

way

o

.. . . . . . .

op alent .

7

l t s an mportant

ar t

of a company'saskof bui td ing n

employer

rand o appealo

potent ia l

y o u n g . . . . . . . .

Understandinexpressions

Choosehebest xplanationoreach ord r

phrase

romhearticle.

1

'...

whose opics covereverything

rom

psychometric

esting o ...'

[ines

6-8)

a) mathematicalests

b) testswhichmeasure

ersonality

nd attitudes

2

'.. . in

areas uchas

numerocy

.. '

l ines

29-30)

a) ski l t

wi thnumbers

nd

mathemat ics

b) abitity o

read

numbers ccurately

3

'...

can weedout inappropriate andidates...'

tines

37-32)

a) select

uitable andidates

b) el iminate nsui tableandidates

4

'lf

theydon't measure p, ..'(tine

S)

a) aren' t igenough

b) aren' t

ompetentnough

5

'Tech-sovvy,

younger-generation

ndividuals..'

l ines

59-60)

a) wi thspecial istechnicaIk i l l s

b)

knowtedgeableboutandable o usemodern echnology

Visit hewebsites entionednd ee f any ompanies

ou

know f

areusinghem o nteract ith

potential

ecruits. escribe

he

waysn

whichheyare

doing

his.

Visit hewebsitesf any ompaniesouknow f and indout f heyprovidenline ervicesor

potential

pplicants.

omplete

practice

estor woand ee

how

ou

measurep.



This nit ooks t heway ompaniesreusingheirexistingmployeeso

find

new

ones.

Discuss

hese

uestions.

1 Describe

aysn

which ompanies

indnewbutexperienced

mployees

n

your

ountry.

2 Can ou hinkof anyotherwayshey ould o his?Explainour deas.

Understanding

he main

points

Read

he

article n heopposite

age

nd

nswerhese

uestibns.

1 Who

reemployers

ncreasingly

singo find

other xperienced

mployeesor

heir ompanies?

2 What

s hebenefitor

heemployee

ho efers

potential

ecruit?

3 Whicheature f modernifehas ncouragedmptoyerso ollow

his ecruitment

trategy?

4 Givewoexamplesrom

hearticle

f online ocial etworking

ommunities.

5

What

re hebenefitsor

hecompany?

5 Wheres

his ecruitment

trategy ore

ommon,ndia

r heUK?

7

Are

here ny

potential

isadvantages

n recruiting

mptoyeesia

personaI

eferrals?

8 What nternet

esourceo

some mployers

rovide

oremployees

howant

o referriends

nd

contacts

s

potential

ob

candidates?

Understanding

etails

Read

he article

gain ndsaywhether

hese tatements

re rue

T)

or

alse

F).

Correct

he alse

ones.

ldentifu

he

part

of hearticle

hat

gives

his nformation.

1

Companiesnly

sk

people

ho

stitlwork or

hem o ook ornew ecruits.

2 lndian

mployers

ave

5

per

cent f heir ecruitment

ostshrough

ersonaI

eferrals.

3

Emptoyees

hobring ew

ecruits

o a companyre

usuatly

ewarded

itha

ob

promotion.

4 Themost nemployeeanmakerom UK mployeror

a successful

ersonal

eferral

s 2,000.

5

Job

andidatesho

have een eferred

y

a

friend

onotneed

o

go

hrough

hesame

esting no

interview

rocess

sother

ob

candidates.

6

lt is best f

a companyoes

ot

elt he

people

esponsible

orselecting

uccessful

andidates

he

name f

he

person

ho

has eferred

specific

ob

candidate.

7

lt can

bea

good

dea

ora company

o waituntil

a

new ecruit

as

uccessfully

orkedor

hecompany

for

someimebefore

aying

bonuso he

person

ho ecommended

hem.

8



Social

networking

hits

the

workplace

byAlicia Ctegg

A

Career-minded

eople

know that hav-

ing a wide circle of friendscan be a

good

thing

in

the

ob

market.

Now

employers are benefiting

from

the

s address ooks of

their employees y

rewarding those who talent-spot or

thecompany.

B Almost half of UK employers ffer

staff an

incentive

to

get

friends and

ro associates

o make

ob

applications,

according

o the

Chartered

nstituteof

Personnel ndDevelopmentn theUK.

Also on the

ncrease re

progralnmes

which encourage ormer employees

rs to feed back recruitment eads and

consider

ejoining

he company

n

the

uture.

C Growing enthusiasm

or social

networking

has made

'personal

zo ntroduction'popular.

The

market s

very aware

of

the

power

of word of

mouth,'saysRichardSpragg,Commu-

nicationsManagerat EPC-global.

'It

is drivenby businessesakingup

2s to communities uchasMySpace

and

FriendsReunited.'

D Employersmeasurably enefit

rom

referral

programmes;

hey can cut

recruitment budgets . According

30 o

one

group

HR director,

n

the UK,

20

per

cent of recruits come hrough

employee

eferrals,which represent

50-per-centostsaving,while n India

abouthalf come hrough eferrals, nd

:s the savings recloser o 75

per

cent.

E Keepingcostsdown sn't the only

attraction f referralandex-employee

hiring schemes.ustas

mportant

re

the benefits

hat low from appointing

$ someonewho is known to share he

F

values of the culture they are

oining.

'The

learning curve for becoming

effective is much shorter,'says Richard

Jordan, Head of Employer

Brand at

Ernst & Young

in London.

One concem.

however. is that refer-

ral

programmes

restrict the flow of new

ideas nto organisations,becauseexist-

ing staff are likely to

recommend

people

who think like they do.

As the

popularity

of

referral

programmes

which offer

a reward has

risen.

so

has the

size of

the reward. A

case n

point

is

professional

services

firms, where bonuses

can range from

f2000 for the appointment of a secre-

tary to f

10000 for a

partner.

However,

another concern is that extravagant

bonusesmay tempt staffto

recommend

names nappropriately.

Some

feel that friendship can

colour

someone's

view of a

prospec-

tive mate's capabilit ies.

When a

respected employee recommends a

friend, employers may be tempted

to

assume that

the candidate will make

an equally

good

colleague.

Referral

programmes

are useful, but

certain rules

are necessary.Rule one is

that referred candidates should be

assessed n the same basis and by the

same

methods

as externalapplicants.

Another

safety

measures

to hide the

source,wherepossible,hroughwhich

zs

referralshave

entered he selection

pipeline.

J

Recommendations re valuable

only

if they

provide

candidateswith the

required

skills.

Recruiters

must also

so

plan

or how

o deal

with

appointments

that

go

wrong. To limit their financial

exposure,

ome

mployers

ay

bonuses

only

after a referredcandidatehas

completed

probationary eriod.

K One employer nvites staff,part-

icularly those in areas

of

skil ls

shortages,o enrol as

talent

scouts'.

They then receive an online magazite

that highlights recruitment

priorities

m and offers tips on how to network.

They earn how to spot and approach

talented

people

n

order

o increase he

talent

pool.

In some

people's

view,

though, not

paying

the

recruitment

ss bonus until after a probationary

period

s a

clear caseof

management

avoiding esponsibity.

FT

50

G

d)

H

UNIT

'"

SOCIAL

lIETWORKING



UNIT2'>

SOCIAI

tETWORKING

tr

Wordearch

1 Findwordsand

phrases

n

he article

whichdescribehings

employeesr

ormer

mployees

cando o hetp

ind new ecruitsor a company.

1

to . . . . . . . - t . . . . . . . .

paragraph

)

2

to

get

r iends

nd

ssociateso

m... . . . . . j . . . . . . . .

. . . . . . . .

paragraph

)

3 to . . . . . . . . . . . . . . . .

ec ru i tment. . . . . . . .

paragraph

)

4 to

r. . . . . . . .a

r iend

paragraph

)

5 to

enro l sa

. . . . . . .

. . . . . . . .

paragraph

)

6 to

n.. . . . . . .

paragraph

Q

7 tos . . . . . . . .and. . . . . . . . ta len tedeop leparagraph0

2 Findwords

n

he article

whichdescribe hatcompanies

fferstaff n

return

for

his

hetp.

1

an .. . . . . . .

paragraph

)

2

a r . . . . . . . .

paragraph

)

3 a

b. . . . . . . .

paragraph

)

3 Findwords r phrasesn he articlewhich it thesemeanings.

1

the

referral f a friend r associateo

thecompany

ou

work or

(paragraph

)

p . . . . . . . .. . . . . . . .

2

whata

companyssaid o have

made hen candidate

s

given

new

ob

paragraph

)

4 . . . . . . . .

3 the

process

ywhich andidatesre

nterviewed,henacceptedr

rejected

paragraph

)

t h e

. . . . . . . .

. . . .

4 the

period

fter

newemployee

s

recruited,

uring hichhe

companyssesseshether

they

are

ight or

he

ob

and an ontinueo

work or hecompany

Some

mployerso

not

pay

eferral

onusesntilthisime

hasbeen uccessfutty

ompteted.)

paragraph

)

P . . . . . . . .. . . . . . . .

tr

Wordamilies

Completehe chartwithwordpartnershipsrom he articlewhich nclude ifferentorms f refer.

verb noun adjective

adiective

t o . . . . . . . t

omeone

to

a

company

employee

3

candidate

.o

rogramme

10



UNIT2

"

SOCIALNETWORKING

Textcompletion

Use

ords nd

hrases

rom xercisesand

B

ocomplete

his

paragraph.

Companiesansave

lot of money y encouraging

mployeeso

f indnew ecrui tsor hem.

o

do his,

theyusualty

f fer heemployee

f inanciat

. . . . . . . ' .

ome

ompaniesreso

wel lorganisedhat hey

have

s e t u p e m p l o y e e . . . . . . . . . . . . . . . . ' t o a d v i s e e m p t o y e e s o n t h e t y p e o f

e c r u i t s t h e c o m p a n y m o s t u r g e n t l y

needs. ome ompanies

recaut ious bout

ewardinghe

.. . . ' toosoon. hey omet imes

wa i tun t i l he

new ec ru i t as omp le ted

. . . . . . be fo re

ay ing

he

emp loyeehe i r . . . . . . . . 5 .

f

an

emp loyeeses he i r

ree ime o

. . . . . . . '

nd

. . . . . . . - . . . . . . . . /

o ten t ia l

ec ru i t s ,hey anearn o to fex t ra

moneyon op

of

their

salary.

U

nderstandn

g

expressions

Choose

hebest xptanationoreach ord rphraseromhearticte.

7

'Career-minded

people

know ha t ...'

tine

1)

a)

peopte

hohave trong mbit ions

or heir areer

b)

peopte

hodon' t ike heircareer

2

'...

busine ses

wakingup to communities

uchas ...'

lines

24-25)

a) becoming

moreaware f

b) saying

el lo o theirneighbours

n

he

morning

3 'Theleorningcurve or becomingeffective ..' tines42-43)

a) amountof time

t

takes o

acquire he

rightknowledge

b)

amount

of time

t

takes o

recruit

4

'. . .

extravaganf

onuses ..'

l ines

58-59)

a) extremely

arge

b) addi t ionat

5

'...

can colour someone's

iew of ...'

tines

67-62)

a) inf tuenceheir

udgement

b) make hemangry

6

'Io

Iimit their

inanciol

exposure, ome

employers ..'

lines

81-82)

a) keep heir

inances secret

b) minimisehe

isk

of

osingmoney

7

'.,.to

increase he talent

pool.'

([ines

92-93)

a) encouragemployees

o mproveheir

wimming ki t ts

b) raise he

number f h ighty ki l led mpl oyees

n hecompany

1 Write

short

eport utl iningheadvantages

nddisadvantages

o companiesf using

anemployeeeferralcheme.

2 The ncentivesentionedn hearticle remostty impleinancial

ayments.

rite istof

otherwaysn which company

ouldncentivise

tsemployeeso bring

n new ecruits.

7 7



This nit ooks t heway nwhich oungecruits'expectationsf a uture

job

andemployer

re

hanging.

Discuss

hese

uestions.

1 What re he

main

eatureshat

you

would

ook or

n

a

future

mployer?

2 What re hemost mportantactorshatyouwould ook or n a

ob

orcareer?

d) eight

weeks'hotiday

er

ear.

h) career evelopment

pportunities.

3 Companies

inda variety f

ways o atlow

Generation

o

help

people

hoare ess

fortunatehan hemselvesnways uch s:

a) taking

cuba-diving

essons.

c)

working

or oreign

harit ies.

b) raising

oney

orcharity.

d)

backpacking

ound

heworld

or

a

year.

4

Generation

employees

re

generally

ore omfortable

hanolder

mployeesit h

modern

ork tyles

nd ommunication

echnologies

uch

s:

a) Internet-basedcommunications.

)

e-mailing.

a) large

ompany

ar.

b)

high

atary.

c)

good

work-l i fe

alance.

b) text

messaging.

c) webapplications.

e)

flexibte ork

chedule.

f) ethicatemployer.

g) gtobat

xperience.

e)

videoconferencing

pplications.

f) virtuat eamwork.

tr

Understanding

he

main

oints

Read

hearticte

gain nd

answerhese

uestions.

1 Why re

oung

mployees

eeno engage

n lexible

orking?

2 Why reemployers

appyo

allow heir

mployees

o work

lexibty?

3

Which

eaturesf

modern ociety

oemployers

rovide

o hat

hey an

o

his?

4

lsGeneration

expressing

ore r ess

oncern

or he

planet

ndhumanity

han

revious

enerations

id?

5

What oes hisgenerationxpecto do asterhanpreviousenerationsfemployees?

tr

tnformation

earch

Readhearticle

n heopposite

age

nd

ick

/)

the

tem(s)hatcomplete

ach entence,

according

o the

article.

1 The

oungest

eneration

fcompany

ecruitsreoften

eferred

o as:

a)

Generation

. b) he

Miltennials.

c) Gen

.

2 Whenhey

onsider

heir

uture areer,heir

priorit ies

re:

72



UNIT

"

THE

WARFOR ALTNT:

ENERATION

GenerationY:

How

to keep

top

talent

engaged

box', volunteering

and

community

programmes

can help

address

this

issue. In

addition,

job

rotations

and

accelerated leadership programmes

can develop young

recruits '

ski l ls

and

broaden their

horizons

by taking

them away

from

their main roles

and exposing

them

to other

areas

of

the business.

G

Global experience

s

also highly

valued

by Gen

Y recruits.

Vodafone,

ro

for example,places

high-potential

individuals n

its

other

operating

companies round he world aspart

of thei r career

development.

While

there

s a cost

to this

strategy, f

7s younger

ecruits

are not

given

hese

opportunities, hey

may take

hem up

anyway.

Take he

example

of

a

young

employeewho

wanted

o develop

his

careerby working

in India

and was

m

prepared

o

go

on his own

ifVodafone

would

not

facilitate

hemove.

H However,while hedemandsecruits

place

on their

employers

may

present

new

challenges,

Generation

Y also

ss

bring with

them highly

valuable

new

skills,

particularly

when t

comes o

the

easewith

which

heyuse

echnology.

Clobaloperations

equire

growing

amount

of virtual

teamwork

usingweb-

m based

communications

hannel

and

video

conferencing

echnology.'These

are hings

that

young people

ake for

granted,' aysMatthewWhitbourne,

Senior nventor

at IBM

andEuropean

e-s

Manager

of the Extreme

Blue

summerwork

experience

cheme,

which

allows

talented

students

o

gain

valuable

experience

working

on technical esearch rojects.

As

tm

employers,

e have

o be more

creative

about his.'

.i

by

Sarah Murray

A In recent

years,

many

employ-

ers

have

struggled

to meet

th e

changing

xpectations

f a

generation

of

young

employees

Gen Y, or the

s

Millennials,as

hey are

often

known

-

who famously

expect

a high salary

and

plenty

of

worklife

balance.

B Research

as shown

hat a hish

percentage

f employees

ee fexib-le

ro working

as

being extremely mpor-

tant, and an

evenhigher

percentage

of employers

believe

that offering

employees flexiblework schedule

is one

of

the best

ways

o

attract

and

r: retain

he best alent.

Many workers

feel that the ability

to work remotely

(from

home) would

reduce

the

stress

of their working

life. In

the

most orward-thinking

of companies,

l

therefore,employees

re

encouraged

to redesign

heir working

ives o make

them more flexible

with

the help

of

state-of-the-artT andmobiledevices.

C However,as well

as

all the usual

'.

demands,

R and ecruitment

irectors

havenoticed

some ignificant

hanges

in

theway

young

ecruits re

approach-

ing their

careers

hese ays.

D Firstly,

Generation

Y are

placing

:o increasing

importance

on

the

company as

an ethical

employer.

No"vadays,

here's

a ot of talk about

sustainability,

whereas

a decade

or two

ago, t wouldn't

have been

:s important.

The

responsibil i ty

of

companies

o help

solvesome

of the

world's

social and environmental

problems

s certainly rising

up

the

young graduate's

genda;

hey want

qo

o be assured

hat the

companyhas

ethical

practices

and

policies

that

match

heir own

philosophies.

E Employers are respondingby

offer ing a

growing

number

of

+s

opportunities or

staff to

embark on

community work.

These include

fundraising

r

volunteer ing.

areer

breaks

or

participation

n internation-

al fellowship programmes

hrough

so which

they can spend ime

working

for non-prof i t

organisat ions

n

developing

ountries.

F Another deciding factor for

Generation

Y is the

desire to

be

ss

exposed o a

greater

ange

of experi-

ences

nd esponsibilities

t an earlier

stage n

their career.As well

as

tick-

ine

the

environmental

and social

FT

6 What

m ght

he r isks e

o a com

pa

ny

f em

ployees

ren' t

iven

he nte nat io

al

exper ience

heywant?

7 Why s t mportantoremployerso be at t ract iveo theyounger enerat ion

n

part icular?

13



THEWARFORTALENT:GENERATION

tr

Wordearch

Findhe

phrases

n

he

article

hich

match

hese

meanings.

1 changingepartmentsegularlyo

get

a broad ange f experience

paragraph

)

j

r . . . . . . . .

2 ways orhigh-flyerso do

ntensive

rainingo becomeenior

managers

t a

young

ge

paragraph

)

a . . . ' . . . . 1 " . . . . . '

. . . .

"

3

job

raining utside

our

wn

country

paragraph

)

9 . . . . . . . . e . . . . . . . .

4

expectedo rise o a senioreveln a company

paragraph

)

h . . . . . . . . - p . . . . . . . .

5

thinking arefu[[ybout he

steps

n

your

areer nd

getting

he ightmix

of

experience

nd raining

(paragraph

)

c. . . . . . . .e . . . . . . . .

E

Word

artnerships

1 Match heverbs

1-6)

with

he

phrases

a-f)

o

make

xpressions

rom

he articlewhichdescribe

reasonsor andbenefits f flexibleworkingn

companies.

a) lTandmobile evices

b) a lexibte ork chedule

c) thebest alent

d)

their

workingives

e) thestress f heirworkingif e

f) remotely

2 Decide hich ctionsn Exerciseareperformedy heemployerndwhich nes y heemptoyee.

1

to offer

2 to redesign

3

to usestate-of-the-art

4 to

attract nd etain

5

to work

6 to reduce

E

Text ompletion

Usewords nd

phrases

rom he

article

o

complete

his

paragraph.

TheMittenniatshinkt sverymportanto choose

o

work or

ane... . . . . . . . . . . . . . ' ,newhich as hekind

of

ethicat

. . . . . . .?

nd

p... . . . . . ' they

el ievecompanyhoutd

ave.

any f hem eelstronglybout

t. . . . . . . .0

ssues.hey

on't impty ish o earnmoneyhroughheir

ob.

hey tso ant

o

use t o help

solve ome f heworld'sconomicnd ... . . . . . troblems.ompaniesre ncreasingtyinding way o

hetp hem o hisbyoffering pportunitiesor

young

ecruits

o

raisemoney,nown

s ........u,

or

worthy

chari t iesrworkingor ree or

a

period,

r

v.. . . . . . . i .

here

re

variety

f

n.. . . . . . .p.. . . . . . .8

rganisat ions

they

an e lp

y

par t i c ipa t ing

n

. . . . . . . .. . . . . . . .

. . . . . . . . ' .



UNIT

"

THEWARFOR ALENT:ENERATION

Sentence

ompletion

Use

words

nd

phrases

romExercises-C o

complete

hese entences.

1 In

order o attract nd

etain

programme.

2 Thismeanshat

young

ecrui ts i l l

get

a

which heyachievehrough ser i es f

individuals,he bestemployers ffera fast-track

verybroad ange f

work challenges

ery

quickly,

.

Thismayeven nvolve

oing

broad ndacquir ing

3

On heotherhand, omeGenY recrui ts realso lear lyookingo

reduce

hestress f heir

4

Oneway o achievehis

s

o takeadvantagef modern

T

and

..

to manage

.. . . . . .

work

schedule,

hichmay nvolveworking romhome

several

aysa week.

However,

en

Y

don' tonty hinkof hemselves.

hey

re

equal ly oncerned

hat heiremployer

should ef lect

heir . . . . . . . .

h i losophies,

uch s

helpingo solve omeof

hewor ld 's conomic

a n d

. . . . . . .

r o b l e m s .

In responseo this,many mployersf fer pportuni t iesor hetping thers

hrough npaid

. . . . . . . .

r o g r a m m e s .

U

nderstand in

g

expressions

Choosehe best

exptanation

or each

phrase

rom

he article.

7

'...

rising up the

young

graduate's

gendo...'

lines

38-39)

a) becoming ore mportanto

b) increasing

heamount f

ob

nterviews

hey

go

o

2

'As

well

as"ticking the environmental nd socialbox",...'

(lines

57-59)

a)

improving

heir ociali fe

b) meet ing

heir

desire

o

help

people

nd he

planet

3

'...

and broaden

heir

horizons

by ...'

line

64)

a)

provide

pportunities

or

ravel

b)

give

hemwiderexperience

4

'These

are hings

hat

youngpeople

ake

or

granted,

.. '

l ines

97-93)

a) expect o be on offer

b) altowus o do

1 What o

you

hink boutheexpectat ionshich enerat ionhave

boutheir ompanynd

heir

career? o

hey eflect

our

wncareer

spirationsndexpectations?o

you

have

nyother

riorities?

Explain

our

deas.

2 Visit hewebsite

f a

few

com

anies

o

u

are nterestednandwrite

short eport nwhether

he y

providehekindof career evelopment,otunteeringpportunitiesndworking tyles escribed

in he

art ic le.

1 5



Thisunitexploreshe executiveducation nd eadershiprogrammesn

offer

o

emptoyees

nd

managersn argeAustralian rganisations.

Discuss

hese

uestions.

1 Why o

you

hink ompanies

rovide:

a) executiverainingo existingmployees?

b) teadershipevelopment

rogrammes

o new

graduate

ecruits?

2 Some ompaniesevelopnd un heir wn raining

rogrammes,

hi tst thers ngagexternal

partners

o

help

hem.What r e headvantagesnd isadvantagesfeach pproach?

tr

Understandingthe

ain

oints

Readhearticte n heoppositeage nd aywhetherhese tatementsre rue T)or alse F).

Correcthe alseones.

1 Well-establishedraining

roviders

re onductingoursesnAsia orAustralia-basedanagers.

2 Customised

rogrammes

re hemost apidly xpandingrean executiveducationnAustralia.

3

An ncreasingumber

f emptoyersre hoosing

rogrammes

etivered

y acil i tatorsithan

extensiveraining ackground.

4

The esidential

oursesunbyMGSMor

Qantas

re

part

of a wider raining

rogramme.

5 Some rogrammesrepareess-experiencedmployeesor utureeadershiphallenges.

6

TheBHPeadershipevelopment

rogramme

asdesignedorexisting anagers.

7

Participantsn

he

Acceleratedearningaboratoryocus n a sks nd ssues

pecifico heirwork.

PYoqYanlwel

AooeLerated

L-earwLwg

L-^aboYatort4

ProvLdersz

Pa*weYsl

A L w + :

. . . . . . . . '

Covwlaw}l

tr


Scan he

articleagain

quickly

o find nformation

o complete

hesenotes.

PYograttuLt

Lel

f

o

v,r-

da

g

L*evr,sLv

exeor,tttv

edwcatLow

ourse

ProvLder: MeLbowrweBusi,wess

sohooL

(r"tss)

ALw,":

c,oyyL?awtdl

ProgYathLnLel

three-gear

Leadershr4

dt

eveLopr,t't'e

t

7Y

o

gYa

vwrw

e

Provtvder:

Pavtwe ls2

. . . . . . . :

ALvw:

c,onL?awtAl

16

Uil lT4

""

fXI{UTlVg ]U{Al lCN



25

D

6s retain and develop ocal

talent, some

companies re urning o business

education o help prepareyounger

or less experienced mployees or

future eadershipoles.

I BHP Billiton recently aunched

a

three-year eadership

development

programme

or

900 new

graduates.

'BHP

want to make

sure

hat

he oar-

ticipants re

prepared

or leaderihip

zs challengesn the

early

phase

of their

careerand adopt he culture

of

BHP,'

saysMr Seyboltof the MBS, which s

running the

programme

n

partnership

with

universities

n

Santiago,Chile,

s0 and n

Cape

Town.

So

they will want

to staywith the corporation or a much

longer

part

of

their career.'

J

The desire o

prepare

uture leaders

for

their

roles

more

quickly

andcom-

ss

prehensively

lso ed o the aunch ast

year

of

theAccelerated eaming

Labo-

ratory,a collaborative enture etween

theAGSM,

the Universityof Sydney

School of

Psychology

and seven

so commercialpartners.

K

About4O

Qantas

mployees resoon

to start he

programme,

hich ncludes

simulations,ole-play,eam-building

and strategyexercises, s well as

os

coachingand

on-the-jobassessments.

'The

programme

s very

practical,

as

the ssues

he

participants

ace

n

their

work aresimulatedn the ab,'saysMs

Lonergan.

They

areable

o

practise

a

r00

ew skil l n a

very

safe nvironment

and hen comeback to the workDlace

andapply t.'

FT

35

E

by

Leodora Moldofsky

A In the

past

10 months, our

groups

of

senior

managersromAxa Asia Pacific

Holdings ave ndergonen ntensive

executiveeducationcoursedesigned

s to deepenheirknowledge f who hey

areandwhere heir employer s

going.

B Each

our-day esidential

ourse,un

by

MelboumeBusiness

chool

MBS)

at a beachfront

Hong Kong hotel,

ro has cost aroundHK$700,000,says

Shubhro

Mitra, Regional

Organisa-

tional DevelopmentDirector for Axa

in HongKong.Alocal

programme

may

havecost ess,he says, ut

'I

don't

rs think rve could have

got

the compe-

tenceand

quality

we are

getting

rom

the

MBS.'

While institutions in Asia now

of le r a

w ide range

o f execu t i ve

education ourses, growingnumber

F

C

Tailored

programmes

uild

leadership

kills

of

Australia-based companies are

engaging well-established business

education providers to deliver pro-

grammes

for their managersbased

in Asia

or even

further away.

Customised

programmes

(desi

gned

for

one

company) are the fastest-

g rowing

segmento f

the execut ive

education field in Australia.

'The

most

important thing for us was to flnd a

partner

who was really

prepared

o

put

their content together

in

a

way

that

was most useful for us,' says Kate

Lonergan, who oversees

management

development

at

Qantas.

The Australian airline has

partner-

ships with two business schools:

Macquarie

Graduate

School of Man-

agement

(MGSM)

runs its in-house

senior executive

progralnme,

while the

Australian

Graduate School of

Man-

agement

(AGSM)

in Sydney runs a

customised

programme for its

emerg-

ing leaders.

When choosing

prograrnmes,

more

employers are opthg for those led by

facilitators with signifi cant

real-world

business experience.

'The

real test for

u s i n s e l e c t i n g a

p r o g r a m m e

i s

who is conducting

[it],'says

Mr Mitra

atAxa.

'The

MBS facilitator was

great

becausehe lvasn't a

professor;

he was

a former

chief executive.'

G Qantas asnotyet ormally assessed

ss the extent

of

the ncreased apability

resultingrom tssenior xecutive

ro -

gramme.

But Ms Lonerganstresses

that the residentialcourses un by

MGSM are only one

part

of

a nine-

ro month

programme

hat also ncludes

executive

coaching and

on-the-

job

training.

H As

employers

ncreasingly view

executive ducation s a kev tool to

t 7

UNIT4

"

EXECUTIVEDUCATION



tr

Word

earch

tr

Word

amilies

Complete

hechart.

verb noun

person)

noun

activity)

to facilitate

1

facilitation

to rain

t ra iner

2

to

lead

3

4

to

part icipate

5

6

to

partner

with)

7

8

to collaborate

9

1 0

Findwords r

phrases

n

hearticle ith hesame

meanings hewordsn talic.

1 A imited umber f employees

ave

articipoted

n hesenior xecutive

rogramme.

paragraph

)

2 The imofthecourse

sto

enhanceheir

owarenessndunderstandingfmanagement

rocesses.

(paragraph

)

3

Weare iring facilitator

rom

ocal usiness

chool.

paragraph

)

4 Kate onerganuperuisesheoutsourcingofrainingandevelopment.paragraph)

5

Many ompaniesre hoosingourses hich

rovide

solid

rounding

n

practicaI

kitts.

paragraph

)

6

An

experienced

acil i tators eadinghecourse.

paragraph

7

We olled ut ournew raining

rogramme

astSeptember.

paragraph

)

8 Followinghecourse,

articipants

ittbeable o

puf

new kills

nfo

practice.

paragraph

0

tr

Scrambled

ords

Use he definitionso helpyou unscramblehe phrasesrom he article.

1 a coursewith accommodationt the raining

enue

paragraph

)

DEEATIRINLSOCSUR

2

training

esignedo meet he specific

eeds

fthe

participants

heading

/

paragraph

)

EDTRIALOGSMPRAREO

IUSCODTEMSGSMPRAREO

3

how

executives

dentifu heirownstrategies

or

achieving pecif ic

oals by

eceiving

guidanceather hanadvice) paragraph )

UTEEEIVCXNCAHGIO

4

learning y observing

ellowemployees

erforming

task

(paragraph

)

ON-ETH.BOJ

IGINNTA

18

UNIT4

"

EXECUTIVE

DUCATION



E

Vocabularydevelopment

Match

hese

phrases

1-6)

with heir meanings

a-f).

1 of f - the- jobraining a) a learning

rocess

hrough

hich

n

ndividuaIeceives

expert dvice nd

guidance

roma more xper ienced

erson

2 open ourses b) t raining hich s recognisedy anoff ic ia l rganisat ion

3

mentor ing c) t ra ining hich

s held

outsidehe

place

f work

devetoped

anddel iveredy he

company

r an

external t raining

rovider)

4

in-house

rogrammes

d) aneducat ion

rogramme

hich s

del iveredhrough

combinat ionf raining pproaches,uch se- learning,

e-mentor ing,orkshops ndon-the- jobrainingo

provide

conveniencendchoiceo employees

5

ftexibteearning e)

t raining

hich s hetd t he

place

f work

developed

nd

det iveredy hecompany r an externalraining rovider)

6 accredi tedraining

f)

courses ndseminars

hich

reavai tableo the

pubt ic

Usewordsand

phrases

rom Exercises

and

D

o

completehesesentences.

1 A.. . . . . . a l lows

eople

i th

simi larraining

eeds

o

l ive, earn

nd

network

ogether utside

the officeenvironment.

2 Var ious

rofessions

equireheirmemberso undergo

.. . . . . .

rogrammes

o

ensure

hat

a speci f ictandard

f t raining

as

been

eached.

3

. . . . . . . . . . . . . . .s

a conven ien tay o remp loyeesi tha va r ie t y f ea rn ingeeds r ime ons t ra in t s

to developheir k i l ts ndknowledge.

4

. . . . . . . . i s o f t e n a n e f f e c t i v e w a y t o p a s s o n t h e b e n e f i t s o f

e a r s o f

x p e r i e n c e t o

u n i o r t a l e n t i n a

personaI

ndconf ident ia lav.

usual ly ave speci f icearning oal, ut heyarenot ai loredo one ndividual

or

organrSai lon.

6

. . . . . . . . - . . . . . . . . . . . . .

e tps

mp loyeeso

ga in

eeper now ledge

yobserv ingthe rs

e r fo rm ing

different

rocesses

nd

procedures.

1 Whitemany

ompaniesend heiremployeesn open ourses,ustomised

rogrammes

rebecoming

increasingly

opular.

Make

a l istof the advantages nddisadvantages

f each ypeof

programme.

2 Describe course,

raining

rogramme,

eminar r ecture

hat

you

have

attended r been nvolvedn.

What ypeof coursewas t?

Whatwere he objectives? hateducationaI

r

professionaI

ackground id

the

participants

ave?What

background id he facilitators ave?Did t involve

n outside

gency?

n

your

opinion, owsuccessfulas

hecourse?

tr

Sentenceompletion

19



Thisunitexamineshe chal[engesnvolvedn assessinghe mpact f

corporate

rain n

g program

es.

Discusshese

uestions.

1 How an rganisation s

valuate

hesuccessf raining nddevelopment

rogrammes?

2

Which o

you

hink seasiero

evaluate:

hard

skills'training

e.g.

T

skitls nd a les

raining)r

'softskills'traininge.g. egotiationndpresentationkills raining)? hy?

2

3

4

5

a)

b)

c)

isdifficulto measure

ecauset sabstract.

implementhat

hey

have

earnt

immediately

fter hecourse.

can

dentify

nemployee's

urrent areer

status ndhisor herootential.

isa challenging

ask

or

education anagers.

canbe

racked ver

period

f ime.

d)

e)

tr

Understandingtheain

oints

Read

hearticle

n

he

opposite

age

ndanswerhese

uestions.

1

What oesmmediateeedback,

uch sanemployeeurvey,eveal

bout raining

rogramme?

2 Inwhatway s mmediateeedbackess sefu[?

3 Why re he esults f hard-skitts

raining

asy

o see?

4

How an

he

mpact

fa eadershipevelopment

rogramme

eevaluated?

5

How

might raining enefit

n

organisationuring restructuring

rchange

fstrategy?

6 Accordingo Herv6 orensztejn,

twhat tage f developing

raining

rogramme

hould ourse

evaluation

e

ntegrated?

7

ln

additiono raining

rogrammes,

hat ther actors ouldead

o a changen business

erformance?

Understanding

etails

Readhe

article gain nd

match

he entencealves.

1 Evaluatingraining

rogrammes

The mpact

f soft-skillsraining

To

evaluateearningnitiatives,

n

employee's

career

rogress

A

good

orporate

niversity

Tomonitorheeffects f raining,

articipants

should easkedo

20

UNIT

"

EVALUATINGRAININGROGRAMMES



Returnon investmenfMore an artthan a science

C In technical raining,

payback

can

often be

seen

quickly

and easily.

Health and safety raining,

or exam-

zo

ple,

may result n fewer accidents

n the

workplace, ndsalesrainingmay ead

to

higher

sales.

D

'Soft

skills'training, suchas eader-

ship development, eam-building

x negotiation skills, is much harder o

evaluate ecauset is moreabstract.ts

impact,however, an be

measured y

observing

ow

quickly

managers ho

have aken

part

n a leadership evel-

io opment

programme

are

promoted

compared

with thosewho havenot. .

E

One

area n which this is

possible

is

succession

management nd high-

potential

development.

A

main

35 concernat senior

evel is

ensuring

a

flow of managers ho can ill theposi-

tions that

open

up,' says Gordon

Shenton,who leads a

project

at the

European

Foundation or Manage-

40 ment

Developmentaimed at raising

the standards f corporate

eaming.

F He believes hat some

orm of sys-

tem that tracks employees'

career

progress

over

a

period

of time helps

+s evaluate

whether earning and devel-

opment

nitiativesare

paying

off.

'It's

whetheryou've really known where

people

are n their careersand what

their

potential

s

-

and he

good

corpo-

so

rate

universities

have made his link

very carefully,'hesays.

G

In

periods

where

a company

s

going

through restructuringor

a changeof

strategy,

t is also

possible

o assess

ss how training s acceleratinghat

pro-

cess.

l f

something

s

going

on

in

the irm, we measure ur ability topush

it through and what the

learning

and development

community has

oo contributedo that,'says ulieMorgan,

UK Head of Learning and Develop-

mentatKPMG.

H The most

obvious

area

o watch

when working out how training is

os benefiting he organisations the way t

ties n with a company's usiness

objectives.

erv6Borensztejn,

eadof

the CorporateBusiness cademyat

EADS, theEuropean erospaceom-

70

pany,

believes companiesshould

focuson measuringhe businessmpact

of any earning and development

pro-

gramme

before t has even been

put

together.

You

need o integratemea-

?s surementnto the way

you

design he

programme,'he

ays.

So

you

might

have

some

ctivitieswhere

people

ave

to implement what they've learnt

directly after aking he raining.'

I The

problem

s, however, hat while

improvedbusiness

erformance

may

well take

place

as a result of training

andstaffdevelopment,t is impossible

to separate he contribution that a

ss learning

programme

has made from

other actorssuchas ncreased emand

in the marketplace or

your products

and services r the motivation

provided

by a

particularly

inspiring boss.

m 'Beyondthequalityof training hatyou

get

from immediate eedback

uchas

employee surveys, t is extremely

unclear

what

has brought about a

change,'saysMs Morgan.

Because

ss

it's a combination

f

so many actors '

FT

by Sarah

Murray

A

'If

you

think education s expensive,

try

ignorance,'said Derek Bok when

he was President f Harvard Univer-

sity. While this may be fue, t provides

s little comfort for those education

managers rying to estimate he effec-

tivenessof their company's earning

and development

programmes.

B

10

While

'happy

sheets' surveys

conducted

after a training

programme

-

provide

an nsight nto each

partici-

pant's

reaction to

the

training

methodology, he instructorsand the

overall learning environment, hey

reveal ittle about how it has enhanced

business erformance.

15

27

uilrr5

"

EvATUAilNGTRATNTNGPRoGRAMMES



ll ll

ll l

@

ll

ll

tr

Understandingexpressions

Choosehe bestexplanationor each f hesewords r

phrases

rom he article.

7

'...

payback

an

often

be

seen

uickly

nd

easily.'

lines

7-18)

a) the epaymentf a oan

b) the

eturn

nan

nvestment

c)

the

act

of

paying

2

'One

area n which his s

possible

s succession anagement...'

tines

2-33)

a)

a

process

o assist enior

taff n

achievingheir

personal

oals

b)

the

eptacementf

senior taff, i ther

xternally

r

nternatly

c) the nternal evelopmentnd eplacementf key

people

3

'...

ensurin a

low

of managers..'

lines

5-36)

a) large umber f

b) continuousutput f

c) high tandardf

4

'...the

way t fres n with...'(lines 5-66)

a) compares

b)

promotes

c) links o

Word families

Complete

hechart.

verb noun

evaluate

assess

2

measure

estimation

tr

Word

artnerships

Match heverbs

1-7)

with he nouns

a-g).

1

to

provide

2

to

raise

3 to rack

4 to measure

5 to conduct

6 to make

7 to

get

a) the mpact

b)

a survey

c) a contribution

d)

(someone's)

rogress

e) an nsight

f) feedback

g)

standards

22

UNIT

"

EVALUATING

RAINING

ROGRAMMES



Sentence ompletion

Use

hrases

rom xerciseocompletehese entences.

1 l f

you

ntend o

. . . . .

of ra ining n staf f

per formance,

ser ies f achievable

argets

needso besetandmonitoredystemat ica[ [yver

per iod

f ime.

2 Most raining

ni t iat ivesave

lear t rategic

usiness

oals,

ut many rganisat ionsai l o . . . . . . . . heir

employees' . . . . . . . .

n meet ing

hose bject ives

f ter development

rogramme.

3

The

purpose

f heseminar as o

. . . . . . . . nto

essent iaI

egot iat ion

ki I ts.

4

We

wit t

. . . . . . . . . . .

o

ident i fy ow

he eam-bui ld ing

eminar as

perceived

y employees.

5

The nternal

rainers,oaches nd raining

epartment . . . . . . . n he

quat i ty

f a

training

programme

henemployeesomplete

n

onl ine

uest ionnaire.

Wordsearch

The

rticleontains

any escriptions

f

he mpactf raining

rogrammes.

ind erbsn hearticleha t

have

similar

eaning

o heones elow nd

ompletehe nfinitiveorm.

1 to mprove

to

e. . . . . . . .

paragraph

)

2

to

cause

a ) t o . . . . . . . .. . . . . . . .p a r a g r a p h)

b ) t o

1 . . . . . . . .. . . . . . .

p a r a g r a p h

)

c ) t o

b . . . . . . . .

. . . . . . . .

p a r a g r a p h

)

to resuttn succ€ss

t o

p . . . . .

. .

. . . . . . . . ( p a r a g r a p h

)

to

speed p

toa. . . . . . . .paragraph)

Sentence ompletion

Use

erbsromExerciseocomplete

hese

entences.

1 Weprovidedntensive anagementrainingo .. . . . . . . he ntegrat ionrocess ndensuret was

comotete i th in z weeks.

2

3

4

Theweeklyeminari t t

. . . . . .

much

reater

ot ivat ionmongsthe

part ic ipants.

We'venvested

considerablemount

fmoney,ime nd ffortn his

programme.

hopet

Many

mployeesre

equired

o at tend

workplace

ki l ls

rainingo . . . . . . . . heirabi t i tyo manage

resources ndworkwith a variety f technologies.

Describe

rainingessionrcoursehat

you

have

ttended,

ither tworkor n

your

ree

ime.

How ffectiveo

you

hink t was?Why? owwas t evaluated?ouldheevaluation

rocess

have eenmproved?nwhatway?

Imagine

hat

ou

are raining

anager.rite

brief utl ine

fa soft-skillsraining

rogramme,

includingheobjectivesnd xpectedutcomes,reashatwi[[becovered,ndhow t will

beevaluated.

23



This nitcomparesermanndBritish pproacheso apprenticeship

schemesnd

ocationalraining.

Discusshese

uestions.

1 Howmight

oung eople

enefi trom aking

art

n

apprenticeshipchemes?ow oes

his

experienceompare ithgoingo university?

2 Whatmpact o

apprenticeshipchemesave nbusiness

erformance?

tr

Understandinghemain

oints

Read

hearticle n heopposite

age,

hendecide hetherhese tatementselateo

hesituation

in Britain

B),

Germany

G)

r both

B/G).

1 Theresan ncreasing

ack f

key

kills.

2 The ducationalevel

f

young eople

s

quite oor.

3

Theresa ong-termommitmento apprentices hip

chemes.

4

Employers,

rade ssociations,ducation

roviders

nd

government

rganisations

rovide

itt le

support

or

and nvestmentn apprenticeships.

5

The

overnment

uts

ompaniesnder

ressure

o

recruit ore

rainees.

tr

Understandingdetaits

Read

hearticle gain ndanswerhese

uestions.

1 What

kills oesBentleyequire?

2 Whatwas

he

ocus

f hesurvey f ar geGermanompaniesperating

n heUK?

3

What idmost mployers

aking

art

n

hesurveyhink hatBritain hould o?

4

What re

he

imitations

f

government

raining chemes

n

heUK?

5 Why s heGermanystemecognisednternationalty?

5 How o

young

Germans

eel

about ocationalraining?

7 How oGermanompanies

se pprenticeshipchemeso enhance

heir

mage?

8 How oes he ederal

overnment

ncourageompanieso

recruit

pprentices?

24

U N I T 6 ' "

A P P R E N T I C E S H I P



Call

to

raise

vocational

ratnittg

evels

by Andrew Taylor and

HughWilliamson

A

Someof

Britain's biggestcompanies

haveannouncedhat hey will

maintain

recruitmentof apprentices, nd n some

casesncreaset, because ffears that

s skillsshortagesould

worsen.

B Bentley

Motors,which has ecently

cut

production

at

its

Crewe

plant,

boosted

ew

apprenticeshipsy

28

per

cent this yearandplans o add another

ro

11

per

centnext

year.

ChristineGaskell,

Personnel

Director at the luxury car

producer,

aid he company elied on

'traditional

craftsmanshion wood and

lealher

ork'

as

well

ai engineering.

rs Such killswere

critical'to

maintaining

the

company's rand.

She

aid:

Despite

thecut n

production,

entleywill actu-

ally increase

ts

engineering

apprentice

intakenextyear. t is essentialhat we

zo retain these

key

skills

and

expertise

n

theUK.'

C

In spiteofthese recent nitiatives, t

is believed y

many

hat here

s a ack

of

structure, nterestand nvestment n

apprenticeship chemesn the UK.

Indeed,according o a surveyof large

German ompaniesn the UK,

Britain

would

benefit

from introducing a

German-style

ocationalraining ys-

tem.

cenl.red n

a long-term ommit-

ment

o

apprenticeshipsponsored y

the

government

and business.The

study

questioned

ompanies uch

as

Commerzbank,

MW Bayer,Bosch,

Siemens, hyssen-Krupp nd Haribo

about heir experienceof vocational

training n the UK.

The employers eported hat he edu-

cational evel of

youngsters

was at

bestonly satisfactory

nd hat most of

them

had

to

do a considerable mount

of

in-house raining o

get

new recruits

up to a satisfactory tandard'.

The

majority said

t was

'essential'

that

Britain

should

ntroduce'something

similar' o Germany's ocational rain-

ing system.

BemdAtenstiidt,Chief

Executive

f

German ndustry IK, said

govemment

training schemes

ere

OK

if

you

want

to train

people

o be hairdressers nd

plumbers'

but were less successful

when

t came o training

engineers nd

other echnical

rofessionals.

F The

German

ystem, hich nvolves

a close

partnership

etween

owerful

trade

associations,ndividual

employ-

ers, education

providers

and regional

goverrlment.

s recognisednlernation-

ao ally as being effective in

producing

many skilled engineers nd echnicians

for industryandbusiness.

G German ndustrialists, owever,ike

theirBritishcounterparts,omplainof

es rising skills shortages. he

German

system,ike traditional pprenticeships

in the

UK,

combines

n-the-job

rain-

ing

provided

by the employer with the

provision

of technical nowledgeand

zo

general

ducationn vocational chools

and colleges.The main difference s

the scaleof

investment

nd support

given

by the German stakeholders,

togetherwith the muchgreaterappre-

zs ciation by German

youngsters

f the

value

f

vocationalraining.

H German companiescome under

pressure

very

ear

o

provide

ppren-

ticeship

laces,

ndmanyadveftisehe

a0 number hey offer as evidenceof their

commitment to the community. n

recent

years

demand or

places

has

exceeded upply,which has esultedn

the

federal

government

nvit ing

ss employers'associationso Berlin for

talks and

providing

incentives

or

companieso takeon more rainees.

I

Companies

egularly

criticise he

form of apprenticeships s no longer

m suited o modembusiness.n contrast,

Chris Weston,Managing Director

of

British

GasServices, ees he benefits

of

contiluing to recruit apprentices. e

said:

While

some hink that appren-

os ticeshipsare a thing of thepast ... we

have ound the success

f

the appre-

ticeshipschemes helping o drive he

business

orward.'

FT

D

E

25

UN|T6

"

APPRENTICESHIPS



7

8

9

10

tr

Wordearch

Findwords

r

phrases

n he

article

hich it hesemeanings.

1 lack fskills

paragraph

)

t . . . . . . . .. . . . . . . .

2 increasedramatically

paragraph

)

b . . . . . . . .

3

great

kilt n a tradeor craft

paragraph

)

c . . . . . . . .

4 a

name

r rademark

hich istinguishes

product

rom thers

paragraph

)

b . . . . . . . .

5

young eople

paragraph

)

v...

5 organised

roups

f companieshich re etup o

promote

heir

ommonnterests

nd

develop

businesspportunities

paragraph

)

f . . . . . . . .. . . . . . . .

7

people

hohave imilaresponsibilitiesnd

perform

hesame

unction

seach ther

paragraph

)

c . . . . . . . .

8 people rgroupshathave n nterest r nvestmentn something,uch sa businessrscheme

(paragraph

)

t . . . . . . . .

9

push

businessowards

rowth

nd

expansion

paragraph

)

A . . . . . . . . t h e

. . . . . . . .

. . . . . . . .

tr

Word

artnerships

Completehesewordpartnershipssing he correct ord rom he boxes.

apprenticeapprenticeship

educationeducational

g e n e r a l . . . . . . .

vocation vocational

pro fess iona[

. . . . . . .

. . . . . . . .

ra in ing

ys tem

. . . . . . . .

c h o o l

. . . . . . . .

ua l i f i ca t ion

26

UN|T6

"

APPRENTICESHIPS



Sentence

ompletion

Use

word

artnerships

romExercise

o completehese

entences.

1 Hehaddif f icut ty

dent i fy ing

is . . . . . . . . . . . . . . nd,

asa resul t ,

made badcareer hoice.

2 This

ob

requires n

excellent

,

such

as a

post-graduate

egree.

3

Compan ies

eed o beencouraged

o o f fe r

h igher

umber f

. . . . . . . . . . . . o

young eop le .

4

You an

a in

. . . . . . . . . . . . . . such s

a ce r t i f i ca te

r d ip loma,

ycomb in ingork

w i theduca t ion .

5

The

government

as

ust

announced

hat

t wi t t nvest

eavi lyn an

. .

,

whichwi l l

g ive

thousands

f

people

heopportuni ty

o

receive

ract icaI

raining.

5

Weare nc reas ing

ur

. . . . . . . . . . . . . .o

rep lace

k i t t s

os t h rough

e t i r emen t .

7

Many chool

upi ls

hoose

o at tend

.. . . . . . .

. . . . . . . nstead f

going

o universi ty.

a) ofsupport

orapprenticeship

chemes.

b) to on-the-lob

raining.

c) in

pract ical

ki l lsraining.

d) to boosting

ts

employees'skills

ndexpertise.

e) fromour nvolvementn a rade ssociation.

f) by he

egionaI

overnment.

g)

on

new rainees

ext

ear.

h) forapprenticeship

laces.

tr

Prepositions

Matchhesentence

alves.

1 The ompany

as

strong

ommitment

2

There asbeen

eavynvestment

3

Theresa high emand

4 Theres a ack

5 Weplan o ake

6

Wehave enefited

7

VocationaIraining

ssponsored

8 Some

mptoyeesre

uited

Sentence

ompletion

Use

words n botd

rom Exercise

n the correct

orm o complete

hesesentences.

1 lf

you

arealready

orking

n the

manufacturingector

ndwish o

move owards

managerial

ole,

you

are

thisvocat ional

raining.

2 Thecompany

emonstrated

ts

. . . . . . . . . . . . . .

he

newapprent iceship

cheme hen

t

promised

ver

8,ooo

places

year.

3

Even ur ing conomic

ecession,here

s high

. . . . . . ski l led

abour.

4

When

ra inees

a in

he i r

oca t iona l

ua l i f i ca t i ons ,

he

companysua l l y . . . . . . . .

hem

. . . . . . . s

permanent

ul l - t ime

mptoyees.

Do ome

esearchn he

nternetnd ind

ompanies

hich re

nvolvednapprenticeshipchemes.

in d

outwhat

obs

reavailable,

hat

inds fapplicants

hey re

ookingor, ndwhat enefits

hey

promise.

lmaginehat

ou

work n he

HR epartmentfa

medium-sized

ompanyhich

roduces

uxuryurniture.

At

present,

t shaving ifficutty

ecruitingnd

etaining

orkers

ith

he

ight

kitts.

reparend

give

short

resentation

or

he

Board f

Directorsutlining

headvantages

f

aking

napprentices.

27



This nit ool<st hewayexecutiveay sdecidednd eported.

Discusshese

uestions.

1 In

your

ountry,owmuchmore

han he

owest-paidmployeeoes hehighest-paidneearn,

do

you

hink?

oes

his

ary

etween

ubtic-

nd

private-sector

ompanies?

2 Do

directors

f isted om

anies

ave

o

declare owmuchand

on

what

basishey

have

een

aid?

Hasheamount aid o executivesver aused ublic utrage r a public nquiry?

Understandinghemain

oints

Read he articleon he opposite

age

and

choose he bestoption o complete achstatement.

1

Peopleel t hat heseniormanagers ereearning

muchmore n

he 98os n

. . . . . . .

a) private-sectorompanies b) state-ownedompanies

2

Sincehen,

. . . . . . .

een

eported

n much

greater

etai l .

a) executive

ay

has b)

executive

olidays ave

3 Understandinghe

exact

mount xecutivesarn

snow .. . . . . .

a) mu ch asier

b) stillvery

ifficult

4

Themajority f anexecutive's

ay

s

generally

a) fixed b) variable

5 A companyirector'say softeninkedo hecompany'sinancialerformanceomparedo hatof

a)

the

previousea r

b) itscompetitors

Expertshink hat he nformat ionbout irectors'

emuneration

n heannualeports

a) toocomplexnd

confusing

) notcomprehensive

nough

The

ncreasedmount f

nformation

ublished

bout irector's

ay

has esultedn executives

being

aid

a)

less

b) more

In he uture,rade-unionepresentativesould ike o see

a) less eportingf executiveemuneration

b) ctearereporting,ncludingnformationnsalariest al[ evels f

heorganisation

tr


Read

he article gain ndsaywhetherhese

tatements

re rue

T)

or alse

F).

dentifu

he

part

of he article hat

gives

his nformation.

1 Asaresult f heGreenburyeport,arge ompaniestartedo report n heway heypaid

their enior xecutives.

28

UNITT

"

EXECUTIVEPAY



Executive

ay:

quality

versus

quantlty

by Sarah Murray

A During

the 1980s

UK

privatisation

boom, herewas

a eeling

hatdirectors

of

newly privatised

tilitiescompanies

were

being

paid

much more

han hey

s had

been as managers

of the

old

state-run ompanies

for doing

exactly

the same

ob.

As a result,

he

Green-

bury

Report introduced

detailed

reporting

on directors' pay.

Today,

ro however,expertsagree hat it is still

extremely ifficult

to work

out exactly

how much

any ndividual

director

s

really

paid.

B A

big issue n

executive

ay

s

the

rs variable

element.

For every

pound

of

basesalary,

a director

may

get

fl0-:fz}

of variable

emuneration.

hiscould

be

in

the form

of annualcash

bonuses,

share

options

or

long-term

ncentive

zo

plans,

or

example.

C

Traditionally,directors'bonuses

re

based

n two main factors:

earninss

pershare

nd/or he

company's

iii-

dend

payout

compared

o that

of

zs

similar

companies.

he

problem

s that

the

first factor

can be manipulated

y

financing

strategies, nd

he second

factor

canbe

positively

nfluenced

im-

ply

by

similar companies

doing

:o

poorly.

n

otherwords,what

ooks ike

good

performance

may not

necessarily

refl

ect

particularlygood

management

behaviourl thatcompany.

D The question

is, what

are the

:s directors'targets?

ow

have hey

been

set?Do

they stretch

he executives

enough?

And exactly how

are

target

performance

nd above

arget

perfor.

mance

ewarded?

E This

desire

for information

has

increasingly ushed

emunerat ion

committees

o use valuable

annual

report

space o explain complex

executive

emuneration

etails,with

+s

he result

hat emuneration

eports

are

actually

more

difficult for the

non-specialist

eader

o understand.

F Experts

agree

hat remuneration

reports

are

generally

oo

long andnot

so clear

enough. hey

claim

hat

although

it

should

be easy o

link bonuses

o the

strategic

bjectives,

argets

and key

performance

ndicators

set

out in the

company's usinesseview, he vast

ss

quantities

of information

do not

actually

give

the full

picture.

And the

link

to

the company's

strategy s not

strongenough.

G

What

is more,

as Anita

Skipper,

oo Head

of Corporate

Governance

at

Morley

Fund

Management,

ays,

One

ofthe

bad hings

esulting

rom all

this

disclosure

s that t has

actually

helped

to

increase

ay

significantly,

because

os directors

can

compare heir

pay

with

that

of otherdirectors

'

H To compound

he

problem,

rather

than

using

other ompanies'

isclosures

to keep

a limit

on their

own directors'

ro pay

increases,

ome remuneration

committees

actually

use them

as a

'price

list'.

It

makes

heir ife

much

easier. hey

don't

have o

have

diffi-

cult conversations'

ith management.

I

Trade-unionrepresentativeigener-

ally take

great

nterest

n remuner-

ation reports. Janet Williamson,

Senior

Policy

Officer at

the Trades

Union

Congress,

xplains

hat

they

80

want

o

see f

the company

s

paying

its

employees,

ncluding

ts

directors,

fairly.

Although

they

expect

execu-

tives to

be

paid

more

than their

employees,

hewould

also ike

to see

ss a simple

chart

explaininggeneralpay

distribution

across

a company

as

a

whole.

'We

are interested o see

whether

a remuneration

ommittee

has

taken nto

account

he

pav

and

m

conditions

of

other staff in

tire-com-

pany. '

They

don' t

bel ieve

that

remuneration

ommittees

eally

take

thatvery

seriously.

J

If

executive

remuneration

were

es

properly

eported,

hareholders

ould

have

a much

clearer

picture

of a com-

pany's

strategy,

ts future plans

and

how its executivesare encouragedo

achieve

heexpected

esults.

FT

2

3

4

5

6

7

The ariable artof a director'say

can

beup o 20

imes

heirbasic alary.

The

ariable

art

of

a

director's

ay

s never

n he orm

of a cash

onus.

A

company

anchange

heway t f inances

ts

operat ions

o

posi t ively

nf luence

ts

apparent

f inanciaI

er formance.

It s not

clear

whether irectors'

argets re

inked

o theoverall

trategy

f hecompany

losely nough.

Remuneration

ommittees

reaccused

f notbeing

trict

nough n

executive

ay .

The ommittees

revery nterested

n how

he

company

ays

ts

unior

mptoyees.

29

UNITT

"

EXECUTIVEPAY



tr

Word

artnerships

1

Complete

heseword

partnerships

ithwords rom

paragraph

of

he article.

1 remunera t ion

. . . . . .

2 Match hewordpartnershipsromExercise(1-3)with heirdefinitionsa-c).

a) the

part

of a company'snnual

eportnwhich he e rms ndamount f

pay

or heexecutive

directors

s

disclosed

o

heshareholders

b) a

group

f non-executiveirectors ho

agree nhowmuchheexecutiveirectorshould e

paid

andwhoexplainhis o heshareholders

n heannualeport

c)

the

pay

earned ysenior irectorsf a company

tr Wordearch

Findwords r

phrases

n hearticle hich it hese

meanings.

1 a

reward hich

ncourages

omeoneo akea

particular

ourse

f action

r o aim o

achieve

ood

results

paragraph

)

; . . . . . . . .

2 theamount f

prof i t

company akes iv idedy henumberfsharehotdersf hecompany

(paragraph

)

e . . . . . . . .

P . . . . . . . .

. . . . . . . .

3 the

amount f a company's

rofit

hat sdivided pand

given

o

heshareholders

paragraph

)

J . . . . . . . . . .

4

what companyhinks

bout arefully hen etermininghat

t wants

o achieve

n

he

uture

(paragraph

)

t . . . . . . . .

. . . . . . . .

5 numbersnd atiosn hecompany'snnuat

eport hich

ive

n ndicationf howwell hecompany

has

one n

anyone

ear

nd

which

re

of nteresto shareholdersndanalysts

paragraph

)

k . . .

. .

p . . .

. . . .

. . . .

.

6 the

ange

nd

ariationn

pay

calesrom he

most ighly

aid

o he

owest-paid

erson

n

he

company

paragraph

)

I

9 . . . . .

P . .

d ' . . . . . . '

Word amilies

Comptetehe hart.

noun

verb

remunerailon

1

disclosure

2

3

to

manipulate

4

to nfluence

UNITT

"

EXECUTIVEPAY



Sentence

ompletion

Use ords nd

hrases

rom xercises

-C ocomplete

hese entences.

1 Executiveirectors

f large

ompanies an

earn ery arge

umsof

money. artof their

ewardmay

be

ixedsalarv,

ut another

art

s usually

ariabte.

his s oftencalculated

ccordingo a

number f

factors, uchas

howbig he

. . . . to sharehotders

s,comparedo that

o f hecompany's

ain

compet i tors.

nother

igurewhichmay

becompared

s hecompany's

. . . . . . .

2 Executive

irectors

annot imply

decide heirown

eveI f

pay.

hat s he

ob

of the

.

This s madeup

of non-executive

irectors

ho hen

report he basis

or

an

executive irector's

ay

n

the

. . . . . . . . . . . . . .wh ich

orms

ar t

f

a company ' snnua I

epor t .

3

Some xperts,

ncludingrade-union

f f ic ia ls,

eeI hat h ese

isctosures

rehighty onfusing

nd,what

is

more, heydon't

eallymake t clear

whether

directors'

ay

s structuredo

really ncouragehem o

put he ..of the companyirst .

4

Added o this, rade-union

epresentat ives

ould ike o see

more eport ing

n he

.. . . . . .of hecompany

sa whote,

i thmoreemphasis

n he

restof heworkforce.

Vocabulary evelopment

Matchhese

hrases

o

make xpressions

hichelateoexecutive

emunerationnd

ay

n

companies.

1

to

work ut

2 to

maniputatearnings

er

hare

3 to

ake ntoaccount

4 to

report xecutive

5

to ink

onuses

6 to

ncentivisexecutives

a) the

pay

andcondit ions

f other taf f

b) to achieve

esults

c)

whata director

asbeen

paid

d) by

inancing trategies

e) to strategic

bjectives

f) remuneration

roperly

In atezoo9,when

a number f countr ies

ad

mposedimits

n bonusesn he banking

ector

ue

to the

globat

anking

ndeconomic

r is is,

K nvestmentanks

were r i t ic ised

or

heir

proposaI

o

pay

highbonuseso strategic

nvestment

anking

mployees.

ublicty upported

y

he

he French

Finance

inister, hristine

agarde,he

UK

government

bjected,

articularly

n the

caseof faileo

banks

whichhad been

escued y he

UK axpayer

t

great

expense,

nd hreatenedo

impose

special

axon hese

onuses.

anksnsistedhat

heyneededo

pay

such

highbonusesn order o

retaingoodemployees nd emain ompetitive.hereweresuggestionshat he basic atary tructure

of theseemployees

ouldsimply

be raised

nstead.Do an online

earch o

find out moreabout his

story.Write a short

report.

Do

you

agree

hat

t is mportant or shareholders

o

knowabout he

general ay

distribution

n a

company?

xplain

our

deas.

31



Ul{lTB

'"

BEHIfITS



Benefits:

ncreasing

omplexity

of

choose-it-yourselfystem

by GillPlimmer

A A

popular

elevision

quiz

show

gives

contestants choice:

Take

the money

or

open he box'. If they choose he

money, hey know exactly what they

s will receive. f they open he box, the

result s unpredictable, ut they might

win

a valuable

collectionof cash, ars

and

fridges. This is the kind

of deci-

sion employees

re forced

to

make

ro

today. Should

hey reject

he car in

favour of

private

medical insurance

or

a larger

salary?

Although companiesused

o offer

straightforward

perks,

such as com-

pany

cars r extraholidays,

growing

number are

introducing

flexible

schemes hat enable staff to decide

their

own

mix

of

cashand

benefits

n

kind. Thesecan account or as much

as 20

per

cent of total

remuneration.

Through hese

chemes,

taff select

benefits hat most suit their lifestyle.

Someemployees

want help with child-

care;

others

ust

wantcash.Employees

can negotiate everything from life

assuranceo pensionso an extra ew

weeks

off,

picking

from a menu

of

options hatcanbe

'bought'or 'sold'

using a flex fund

(flexible

fund) that

represents

percentage

f their salary.

For employers n competitive ndus-

tries,

his

canbe a means

f

attracting,

recruiting and retaining the best staff.

'Consumerism

is stronger han t used

to be, and

here'ssomeevidence

hat

people

xpect hoice,' ays

Peter

Reilly

of the nstitute of EmploymentStudies.

While flexible benefit schemes re

on the ncrease, hey tend o be more

popular

with large

private-sector

lrms,

typicaily

with more han 1

000

employ-

ees. However, there are signs

that

smallercompanies

readopting lexible

benef i ts, as improvements

to

technology make them easier and

cheapero establish.

Despite their attraction, there are

some drawbacks,

particularly

for

employees.Charles

Cotton of the

Chartered nstitute

of

Personnel

and

Development

points

out that he rise n

flexibility has

been

accompanied

y

a reduction in the sums

paid

by

employers.'Flexible enefits chemes

often fix the amount

given

to the

employee.

o,

fthe

costsofyour car

or privatemedical scheme o up, the

employee

as

o

pay

heexffa,'hesays.

'There's

a much larger risk than

there

used o be. and most of it is

carriedby employees.'

In

general,

however,

organisations

are nffoducing a

wider range of bene-

fits, whether

or

not they have a flexible

scheme

n

place.

While some tems,

such as company

cars and medical

benef,ts, re

going

out offashion, oth-

ers are taking their place, such as

workplace

urseries.

The most

popular

ones

are

hose hat

come with tax and administrative

incentives.

oans or cyclesand

com-

puters

have

becomewidespread, s

have

childcarevouchers.Another rend

is for employers o negotiate

ackage

dealson behalf of employees, uchas

cheapnsurance.

It's

a way of expand-

ing thepurchasing owerof employees

at minimal

cost to the organisation,'

saysMr

Cotton.

There s no doubt the

perks

on offer

arechanging. ut employees

ill have

to f,ght to

get

the best

deal

from

the

moneyor thebox.

FT

60

G

H

2n

C

80

I

30

D

B

E

33

UIiIITS

>>

BENEFITS



U

nderstandingxpressions

Choosehe bestexplanation

or

each

wordor

phrase

rom

he article.

1

'...

gives

ontestantschoice.. '

lines

-2 )

a) membersfa eam

b) winners f a competition

c)

people

aking

art

n

a

competition

2

'...to

offer traightforward

erks...'

lines

73-74)

a)

easy

nduncomplicated

b)

fixed

and

nflexible

c) reliablend

predictable

3

'Consumerism

is strongerhan t used o be ..'

lines

4-35)

a) theprotectionf consumers'ights ith egardoquality, rice ndsafety

b)

the

state f continuouslyantingo

buy

goods

nd ervices

c)

bothofthe

above efinit ions

4

'...

there re ome rawbacks,... '([ ines7-48)

a)

limits

b)

disadvantages

c) obstacles

5

'...

a reductionn hesums

aid

.. '

line

3)

a) amountsf

money

b) benefits

c) calculations

6

'...

have

ecome idespread,...'(tine

3)

a)

varied

b) common

c) broad

7

'...

expanding

he

purchasingower

of

employees..'

lines

7-78)

a) value f

a

person's

ncome

ased n he

quantity

nd

quality

f

goods

nd ervicest canbuy

b) abil i tyo

persuadeeople

o buy omething

c) abilityo spendmoney isely, ithout astingt

tr

Word

artnerships

1 workplace

2

childcare

3

life

4

benefits

5

private

medical

6

package

7 tax

Match hesewords o make

artnerships

rom he articte.

a) assurance

b) nursery

c) insurance

d) deals

e) vouchers

f) incentives

g)

in kind

t4

UNITS

"

BENEFITS

Sentence ompletion



Usehe

word

artnerships

rom xerciseocompletehese entences.

1 Some

overnment

chemes f fer . . . .

.

o encourage

eopte

o cycleo

work.Theemployer

purchases

he bike,and he

payments

rededucted

rom

he employee'salary.

s t is free

of tax, he

bike svery heap.

. . . . .

provides

mployees i thaccesso a

high

tandard f

heal thcare.

Many ervice

roviders

ndsuppl iers re

wi l t ing

o

negot iate with

heir

customers.hese

consist f a range f

goods

r services,nd hecustomer

ustbuy hemasa whole n order o receive

a discount n he or ice.

. . . .

are

non-monetary

enef i ts,uch

scompany ars ndsubsidisedunches.

A.. . . . . . .

a lso

eferredo asa crdche,s anonsi te

aci l i ty hich

rovides

aycare or

babies nd

young hi ldren.

Peop le uy . . . . . . . .. . . . . . . o ha t f hey ie , he i r ami l y

i t I ece ive

ompensa t ion .

In

some ountr ies,mployeesreoffered

. . .

o

pay

orservicesuchasdaynurser iesnd

nannies. t thoughhecostsmaybededucted

rom

heir a lar ies,

mployees

ave

money,

s hese

schemes reusually xempt

rom

ax.

5

4

o

U

Comparisons

Use hewords ndphrasesn hebox o completehesentences.

as

more

han

much

than the

best themost wider

1 These ays, mptoyeesreoffered

. . . . . . . ange f benef i ts.

2 The

benef i t chemes f oday

arry . . . . . . .more igni f icant

isk

han

n

he

past.

3 Ftexibteunds an eDresentsmuch

.. . . . . .207o

f otal

emunerat ion.

4

In

his dayand age,

arge orporations eed o com

ete

with eachother o offer

remunerat ionackageo theiremployees.

5

Employees'xpectat ionsre

arhigher. . . . . . . .

heyused

o be.

6 We

are

offering urstaff25 different enefits

n kind,which s ..double he number ast

year.

7

Tax

ndadmin is t ra t i ve

ncen t i vesreamongs t

. . . . . . . . . . . . . .

opu la r

ene f i t s .

Find utwhat inds f emptoyeeenefitsreavailablender overnmentncentivechemesnyour wnor

anotherountry. onsiderhe

otlowing

oints:

r

Whatsattractiveo both mployeesndemployers?

o

Whatinancial

avingsan e

made?

.

How asy re hey o run?

Nowwrite

short ummaryomparinghe

dif ferentchemes.

Think

f

your

ompanyr one

ou

woutdike

o

work or.

r

What inds f benefitsoes t offer?

o

Do heymeet

our

eeds?

r

What

ther enefitshouldhecompany

ffer?Why? ankhem n order f mportance.

35



Thisunit ooksat how ecent overnmentegislation ashadan mpact

on

paypackages

n Taiwan.

Discusshese

uestions.

1 In

your

ountry,oughly hat

percentage

f anemployee'sotal emunerationoes

uaranteed

as e

pay

epresent?hat

roportion

o bonusesnd

ncentives

variable

ay)

make

p?

How

o hese

proportionsiffernvariousectors?

2 What

s

hedifferenceetween bonus ndan

ncentive?

3

Why oemployersffer onus nd ncentivechemes?

hat

re headvantagesnddisadvantages

foremployees?

Read


age,

hendecide

hich

tatementest xptainshe it le.

a)

There as

een

changen

hestructure

f ncentivechemesor

ech

workersnTaiwan.

b)

Tech

orkers

nTaiwan

rebeing ffered

ore

ttractive

ncentive

chemes.

Read


uestions.

1 How

id

Taiwaneseirms

se o attract

ood

workers?

2 Whywas hisanattractiveptionoremployers?

3 Inwhich ector as hispractice ost ommon?

4

Whywere nvestorsissatisfiedith heway ompanies

ssued

tock onuses?

5

How

as

overnment

egislation

ecently

hangedheaccountingnd ax reatmentf stock

bonuses?ndwhat mpact itt hishave ncompany

rofits?

6 What

roportion

f otal ompensationidstock onusesse o account

or?

7

How

will hese hangesffecthecash lement f

paypackages

or

general

taff?

8

What remiddlemanagersow eceivingnstead f stock onuses?

9 What ercentages hestock onus nd hort-termncentivelement fexecutiveaypackages?

10 Why onon-cash

erks

aveit t le ppealo companies

nEurope?

Understandinghe

main

points

tr


Read he articleagainand match he hierarchicalevels

1-3)

belowwith the

pie

chartsshowing

he

new

structureofpay

packages

n Taiwan

a-c)

on the opposite

page.

36

1

general

taff

2 middte anagement

3

topmanagement

UNIT

"

BONUSESND NCENTIVES



techworkers

bv Kathrin Hille

Investorsand management f Chun-

ghwa

Telecom gree he company as

more

cash han

t needs.

Nevertheless,

Taiwan's

argest

elecommunications

service

rovider

s

going

o

issue139

million new sharesnext month

-

to

give

away to employeesas a bonus.

But it may be he ast ime the company

does his.

'We

will discontinue he

practice

fhandingout stockbonuses,'

says u Shyue-ching, hunghwa ele-

com'snew Chairman.

The companys not alone.Hundreds

of

Taiwanese irms,

especially

n

the

technology sector,are adjusting the

structureof compensation

ackages,

following a series

of changes

o

the accountingand tax treatmentof

stock

bonuses.

C

Issuing arge amountsof stock

has

long been the cornerstoneof

tech

industry

compensation

n Taiwan.

Every year, he island'semployers

gave

both management nd

general

zs staffgenerous umbers fnew shares

-

which were seenas a way of atffact-

ing

good

workers or free.

D But investors

who

saw heir shares

diluted

n this

way have ong

demanded

:o changes,and the

government

has

finally acted. rom now on,Taiwanese

companiesmust report such bonuses

asa lnancialexpensen theircompany

accounts,which will reduce their

:s

profits

significantly.

E These egal changes re evolution-

is ing

the is land's

pay pract ices.

'High-tech

companies

ave

started

paying

more cash o

general

staff

and

a0 middle management nd

giving

more

long-term ncentives o top manage-

ment,' saysCharlesWang, General

Manager

of

WatsonWyatt,

he

human

resourcesconsultancy, n Taiwan.

F The biggestchangecan be

seen

at

the

general

stafflevel, where he base

pay

will

have o

increase

onsiderably.

'Traditionally,

profi

-sharing,mostly n

the form

of stock

bonuses.

ccounted

so for up to

50

per

cent

of

total

compensa-

tion in the high-tech ector,'saysMr

Wang.

Under

the

new

structure,

he

total

guaranteed

ash

portion

will

increase, nd the remaining

part

of

ss compensation ill be madeup of vari-

able

performance

bonusesand a much

smaller egment f

proflt-sharing

n the

form of cashbonuses.'

G At the middle managementevel,

oo there

has

beenan

ncrease

n the weisht

of a

merit-based

ay

component n

salaries nd

he

replacement

f stock

bonuses

ith

stock ptions.

H

For managers

at the top, stock

es bonuses nd

other short-term ncen-

tives still make up 40 per cent of

compensation.nd heyhave

seenittle

increasen their basewages ut, ike

their mid-level

colleagues, re eceiv-

zo ing a higher

proportion

of

performance-

related

ay

and ong-term ncentivesn

their

pay packages.

hey have also

experiencedhe ntroduction

of stock

options

and

a series f

non-cash erks.

I While in many

European ountries

the attraction

of such

perks

s limited

becausehey can be taxed,so ar Tai

wanese egulationsdon't

apply to

non-financialewards.

By

providing

a

ao op executivewith a company

car or,

alternatively, overing he expenses

f

a

eased

ar,a company aneffectively

provide

him

or her

with

a tax-free

perk,'

says

Mr Wang.

J

A11 f these hangesmean

he com-

pensationpackages

f Taiwanese

companieswill graduallystart esem-

bling

those

of their foreign ivals. For

general

staff, the

proportion

of cash

m bonusesn relation o total compensa-

tion

is

now almost the same in

Taiwanese s oreign high-techcom-

panies

between 3 and 15

per

cent.

K

Consequent ly, s these long-

ss established

ractices

disappear nd

employeesno lon ger switch

obs

according

o stock bonus

payment

changes, aiwaneseompanies ill be

looking or

other

ways

of

rmathacting alent.

FT

I

stockoct ions

[

,u,"0",

Performance-retatedpay

Incentives hift

for Taiwan's

A

B

Prof it -sharing

(cash

onuses)

Base

ay

Variable

erformance

bonuses

Stockbonuses

Stockopt ions

Non-cash

erks

Base

pa y

Per formance-related

pay

and ong- term

incent ives

37

UNIT

"

BONUSESND

NCENTIVES



d)

e)

tr

Definitions

Matchhese

hrases

rom

hearticle

1-8)

with

heir

meanings

a-h).

1

performance-relateday

2 long-termncentives

3

variable

erformance

onus c)

4

profit-sharing

5 stock ptions

6 stock onus

7

accountingnd ax reatment

C)

8 incomeaxstatement h)

a)

a document hich hows n employee'sarnings nd axdeductions

b) whenan employer hares ts profitwith employees s partof

an

ncent ive

lan

a scheme

esigned

o

encourageigh

erformance

nd

productivity

ver ong

eriod;

orexample,wardingompany

shares fter hree

ears

f heemployee eets

re-agreed

performanceoals

the ight o buyorsetI ompanytock t a stated

rice

ithin

a ime

imit

themethodssedo accountorand ax ncome,xpenditure,

shares,ssets,tc.

free ompanyhares,sually

iven

o employeessa rewardor

past erformance;

his

does otdepend

ncompany

rofit

a remunerationystem here

ay

ncreasesre inked ith

good

performance

r reaching

erformance

argets

a

reward

rovided

sa result f hehigh

performance

f a

department,iv is ion

r

ndividual

E

synonyms

Find

words r

phrases

n hearticle hichmeanhesame s hesewords.

1 stock

r . . . . . . . .

paragraph

)

2 remunerat ionpackages

c . . . . . . . . f ta ragraph)

p . . . . . . . .p . . . .

Paragraph

)

3

new

echnology

h . . . . . . . . -. . . . . . . . ( p a r a g r a p h)

4

base

alary

b . . . . . . . .

(paragraph

)

b . . . . . . . .. . . . . . . . ( p a r a g r a p h

)

5 performance-retateday

m . . . . . . . . - b . . . . . . . .

. . . . . . . .

p a r a g r a p h

)

6 benefitsn kind

n . . . . . . . . -

. . . . . . . .

. . .

( p a r a g r a p h

)

n . . . . . . . . -

. . . . . . . .

. . . . . . . .

p a r a g r a p h

)

7

tax-exempt

enefit

t . . . . . . . . -

. . . . . . . .. . . . . . . .

p a r a g r a p h

)

38

UNIT

"

B0NUSESNt

INCENTIVES

Sentence ompletion



Use ords nd

hrases

romExercisen he orrectormocomplete

hese entences.

1 When theva tueo f thecompany ' s . . . . . . . f e t t , t heCha irmansu f fe redhuge lossesbec

accoun ted

ormore

han

50

per

en t f h i s

. . . . . .

2 The . . .sectorncludesndustr iesuch s obot ics,elecommunicat ions,erospace

technologyndnuclear

hysics.

3

l f

your. . . .

.

epresentshemajor i ty f

yourpaypackage,

here

s

ess isk, ecause ost

of

your

ncomes

guaranteed.

4

Mos t

overnments

re

een

o t im i t henumber f

. . . . . . . . . . . . . .

f f e red

ycompan ies .owever ,

there rea number f at t ract ive . . . . . .

suchaschi ldcareouchers nd ow- interest

oans,

which o not

add o the axabte

ncome

f heemptoyee.

5 Many rganisat ionssea .. . . . . . . . . ystem. or nstance,mployeesreawarded pay ise

for heir

goodperformance.

Describing

mounts

Lookat the

pie

chart

showing he

proportion

f

pay

and benefits n relatio n o total

compensation.

Use h e words

and

phrases

n

the box o complete he sentences.

accountedor in relat iono made

p

of

port ion

remaining

segment f theweight

f

Pay

package

or

Average

roportion

middlemanagement

of

pay

nd

erks

fl

otn.t

non-cash

erks

%

I

Stockoot ions6%

l-l

e.r.

pay

6oo/o

ffi

Performance-related

ay

3oo/o

1 Last

ear,

ase

ay

. . 6o"k

of otalcompensat ion.

2

Comparedi th he

prev iousear ,

he re asan nc reasen . . . . . . . . . . . . . .

. . . . . . . .

he

performance-relateday

component hen t

was aisedo

30%.

3

Performance-related

ay

epresentedsigni f icant . . . . . . . .. . . . . . .

otal

comoensat ion.

After

he

ntroduction

fstock pt ions,hey ccountedoronly

%of he

whole

ackage,

ut his . . . . . . .sexpected

o

risen uture

ears.

The. . . . . . . .4o /owdS . . . .non-cash

erks ,wh ich

nc luded

subsidised

eals,

usiness

if ts

nd heuse f

sports nd

ecreational

faci l i t ies.he

roport ion

f his omponent . .

otal

compensationsconsiderabtymatlerhan n

previousears.

What ecentevetopmentsave

here eennbonus nd ncentive

chemes

n

your

ountry?

Which re hemost

opular

i th

mployees?ndwhat re hecurrentax mpl icat ions

f

such chemes?esearchhis ubiectndwri te short eport.

39



This

unit

ooks

at

thebusiness enefits f having nethnically iverse

workforce.

Discuss

hese

uestions.

1

Does

our

ountry

r city

have

many

ifferent

thnic

roups,

r s

t relatively

onocultura[?

as

hi s

changed

uch

ver

he

ast

ew

ears?

2 Think facompanyreducationalstabtishmentouknowwell.Howmany ifferentationalitiesr

ethnic

roups

an

ou

ind

here?

tr

Understandingthe

ain

oints

Read

he

article

n

he

opposite age

nd

choose

he

best

option

o

complete

ach

tatement.

1

Canada

s

becomingne f hewor ld 's os t. . . . . . .

a)

profitabte

ountries

b)

multiculturaI

ocieties

2

For

he

ast

ew

ears,

he

argest

umber

f mmigrants

ave

ome

rom

... . . . .

a) China

nd

ndia

b) lndia

ndVietnam

3 Professor

ichard

lorida

uggests

hat

successfulcities

re

ones

which

a)

attract

atented

mployees

rom

ltaround

he

wortd

b) havehe argestmmigrantopulations

4 rhe.. . . . . . .

opulat ion

ffers

he

best

ource

f

growth

or

some

ompanies.

a) tocal

b) immigrant

5

some

US

ompanies

ave

moved

heir

perations

o

canada

ecause

a)

it

can

provide

mployees

rom

iverse

ackgrounds

ho

speak

iverse

anguages

b)

the

ood

at he

company

arties

s much

more

nteresting

6

The mmigrant

opulat ion

ncanadati t t as o overcomebstaclesn indinghebestobs ecause

t h e y . . . . . . . .

a) f ind

t

hard

o achieve

high-rever

ngtish

anguageuatification

b)

have

ifficulty

etting

ocal

mployers

nd

professional

odies

o recognise

ualifications

hey

have

obtained

verseas

7 The

ther

dvantage

f

employingeople

rom

verseas

s

heir. . . . . . . .

a)

broader

ultural

nderstanding

nd

experience

b)

better

echnicaI

nowledge

nd

kitts

40

The

mucheasier f it's a Hindu speaking

o

a Hindu.The companys

among

UNIT 0

> '

ETHNIC

IVERSITY

knmigrants

fferoneof the ew

sources

of domestic etail

growth

or Canada's



united

colours

of

Canada

by

Bernard

Simon

A As partof its annualcharity drive, CAE

Industries encourages

,000 head-

office employeesn Montreal

o bring

in a

dish that

is

emblematic of

s their country

of origin.

Pasta,

curry,

enchiladas nd chow mein are

ust

a

small sampleof the offerings.CAE,

one of the world's biggest

suppliers f

flight simulators, as 110nationalities

ro

onitspayroll.

B Suchdiversityhasalsoprovedpopu-

lar

or CAE's business. n Indian-born

Canadianheadsup the company's

Middle East and Indian division,

rs

while a Chinese-Canadians in charge

of

operations

n

China.

t makes

ife

growing

number hat have come to

zo

appreciate he benefitsof one

of

the

world's mostmulticultural

societies.

C'Ourpeopleandourorganisat ionare

very reflective

of

the

"globalness"

of

our industry,' says Klaus Dohring,

zs who was

born

n

Germanyand

who

is

responsible

or the Ontario-based

automotive ivisionof Irggett

&

Platt,

a US conglomerate. lmost wo-thirds

of

Leggett

&

Plat t 's

technical

:o employeesn Windsorand40

per

cent

of

its

salesstaff

were

born outside

Canada

r

have mmigrant

arents.

'Having

a multitude of ethnically

diverse peopleon staff is a real

:s strength

fours.'

D

Some

255000 mmigrants

rrived n

Canadan 2005,almost0.8

per

centof

the

population,

he highest

of

any

industrialised ountry.The

leading

lo

sources

f

migrants o

Canada

or

the

last few

years

have

been China

and ndia.

E

RichardFlorida.Professor

f

Public

Policy

at GeorgeMason University

+s in Virginia,

believes

he world's

most

successful itiesare hose hat

become

'global

talent magnets'. n his

book

The Flight

of the CreativeClass,he

cites Toronto and Vancouver

as two

so

prime

examples.

What

makes hese

cities

such ormidable challengers o

US regions,'he sserts,

is

thatmany

of

them, n

particular

he

Canadian ities,

not

only boast

a high immigrant

ss population, ut a diverse ne oo.'

F

Canada's trong low of immigration

from

many different countries may

provide

one of the country's most

important

competitive advantages

eo n an increasingly

global

economy.

five

big banks.The banks

pay

special

attention

o

China,

where hey

compete

to signup

customers efore hey

even

set oot

n Canada.

Some companies

basedoutside

Canada ee he beneflt n its skilled

multicultural

and

multilingual

work-

force.

Global Crossing,a

US-based

telecoms

operator,

as

set up a call

centre n Montreal to handle

confer-

ence

calls for US companies.

The

Montreal

operators can handle

calls in 16 languages,

n important

factor n

GlobalCrossing's ecision

o

locate

he centre

here.

Another

com-

panyhas turned o employeeswith

Indian.

Chinese.South Korean

and

Japanese

ackgrounds, mong

others,

to spearhead

ales

and

nvestments

n

their countries

f origin.

Nevertheless,oger

Martin,Dean

of

the University

of

Toronto's

Rotman

Schoolof Business, ays

Canadian

businesses

re far from realising

the full

potential

of an ethnically

diversesociety.

One

awkward

ssue s

the difficulties

facedby immigrants

n

gaining

ecognition or foreignqualifi-

cations,especially n the

engineering,

technical

and medical lelds.

Mr Dohring,

owever,emains

on-

vinced.

Suchemployees

are

intimately

familiar with

the country where

you

want o do

business'

At

the same ime,

'they

know

you,

they

know your

lan-

guage,

heyknow

your

culture.'

FT

65

G

H

Understandingetails

Read he articleagainand answer hesequestions.

1 Howmany i f ferent at ionat i t ies

oesCAE

mptoy?

2 Where asCAE's ead

f Middte ast nd ndia iv is ion orn?

3 What

percentage

f Legget

nd

Ptatt's

ales

taff

wereborn

outsideCanada r have o ei gn

parents?

4 Which wo Canadiani t ies oesRichard

lor ida escr ibe sbeing'global

alentmagnets'?

5

At which

art

of he mmigrat ion

rocess

o somebanks egister ew

customers

rom

outside anada?

6

What

ypeof companyn Montreal

ar t icutar ly

enef i tsromhaving mult i t ingual

orkforce?

7 Howmany anguageso tsemptoyeesork n?

41



UNlT10

>'

ETHNICDIVERSITY

|

Sentenceompletion

Use

phrases

rom Exercises

and

B

o completehesesentences.



1 In his . . . .

someCEOs

eadmult inat ional

ompanies.

2 Peopte hoare esponsible. . . . . . .

arge ompanies hich ealwithmanynat ional i t ies

alkabout he

benef i ts f employing. . . . . . . roma widevar iety f ethnic ackgrounds.

3

Some itiesareso ethnically iverse

hat hey

have

become

4

An . . .

company anbenef i tromhaving . . . . . . .workforce

hocancommunicatei th

people

from

a large

umber

f countr ies.

5

For

hese ompanies.

. . . . . . .

f

he

workforces

hesecret f heir uccess.

U

Understandingexpressions

Choosehebest xplanationoreach

hrase

rom

hearticle.

1

'As

part

of tsannual harity rive,... '

t ine

)

a) car aceorcharity

b) money-raising

vent

'Having

a

multitude

f ... '

l ine

33 )

a) wide ange

f

nationalities

b) large

umber

'...oneof the country'smost mportant ompetitive dvantages...'l ines

58-59)

a) betterchances f successhanone's ompetitors

b) bettercompetit ion

'.. .

before heyeven et

oot

n Canada.'

tines

5-66)

a) arrive n

b)

travelaround

5

'...

to spearhead alesand nvestments..'

t ine

1)

a) [ead

b) fisht

5

'.. .

in

goining

ecognit ionor... '

l ines

9-90)

a)

winning

r izes

b)

getting

acceptance

Visi thewebsitesfa ewmult inat ionalompaniesndwri te short eport omparing

heir

ol ic ies

onethnic iversity.

Give short

resentation

n headvantagesormultinationalompaniesf having multicultural

workforce.ncludeny pecificxamples

ou

know f.



Thisunit ooksat thewaycompaniesreworkingo hetpwomenn the

workforce.

Discusshese

uestions.

1 Arewomen

ommonty

oundn

senior

osi t ions

ncompaniesn

your

ountry? hat

ercentage

f

women o

you

ind

t h is eve[?

2 Doworking

others

et

any

extra elp rom ompanieso help

hem

workwhilstmanaging amity?

lf so,what ormdoes hishelp ake?

tr

Understandinghemain

oints

7

2

3

4

Readhearticle n

heopposite

age

nd

saywhetherhese tatementsre rue

T)

or

atse

F).

ldentifuhepartof hearticle hatgiveshis nformation.

5

5

Professionalervicesirms ave eenworried bout he

ack

f

men n

senior

ositions

or

years.

Consult ingirms re ot nterestednchanginghat i tuat ion.

The umber fwomenn senior

ositions

n

consulting

irms s

growing

apidty.

There

s

a business

ationaleorhelping omen

o

stay n heworkforcence companyas pent

t ime ndmoneyraininghem.

The radit ionaIorkforceasesnow oosmalIorcomoanies'needs.

Clientsonot ike emale onsultantso workpart-time.

Understanding etails

Read

hearticte gain ndchoosehebest

option

o complete

ach

tatement.

1 Consultingirms re rying ifferent ork rrangements

n

ordero ...

a) savemoney noffice pace.

b) hetpmorewomen

o stay

n

heir

irms.

2 They ave evelopedlexible ork rrangementsn ordero ...

a) attracthecleverest en ndwomen

n

Generation

Y'to

work or hem.

b) becomeeadersn modern orking

ractices.

3

AtKPMG,.. .

a)

nearly

alfof hemanagersrewomen.

b)

just

over 0

per

cent

fthe

managersrewomen.

4

At Deloitte,

he

percentage

f

he

most

enior

ositions

eld

bywomen

s

..

a) 4o

per

cent.

b) 13

percent.

44

t

F

Diversity:

Ut i lT :3

* "

G€Ni lER QUALITY

need

to think about how

r,ve

ar e

going

to be able to recruit from diverse

groups,'

says sabel Naidoo, Head of



#

f

progress

1n

through

ff

{

/

However,

people

who support and

30 encourage

workforce

diversity say

they

see

progress,

both in attitudes

and in numbers. The

proportion

of

women in the sen io r

grades

is

gro'"ving.

The change s slow, but

it is

in the right direction.

Accommodating female employees

in the lvorkplace is not simply an act of

kindness.In fact, many firms

see

etain-

i n g

t r a i n e d

c o n s u l t a n t s a s a

businessnecessity. osing

valued and

skilled managers

not

only

results n a

waste

of training

time and resources,

but

it harms he ecruitment

rocess

n

the next

generation.

'We're

really talking about talent

issues. The traditional

groups

of the

population

that companies used o look

to for new recmits are shrinking. so we

G

75

H

t5

20

C

35

D

Women

make

climbing

the ranks

by Brooke

Masters

For

decades,

professional

services

firms have been concerned about the

absenceof

r,vomen n

leadership roles.

But over the past decade, consulting

flrms have taken

firm

steps or'vards

ix-

ing that

problem.

From networking

groups

and'mentoring caf6s' to leader-

ship seminars

and extra financial

support

for women returning from

matemity leave, consulting

firms

are

experimenting

rvith different ways to

suppoft

and retain the female

part

of

their lvorkforce.

Over t ime, they

have made

th e

industry a leader n using flexible lvork

affangements

and are competing for

the best and the brightest women

and men

in

'Genera t ion

Y' , the

20-somethings who have

put

work-life

balance at the centre of their demands.

In most consulting

firms,

for exam-

p le .

female representa t ionemains

quite

low: while 40

per

cent

of

De-

loitte's

graduate

intake is female,

only 18 per cent of those at senior lev-

els are women. At KPMG.48 oer cent

of

managers re

women.

but hisdrops

to 13

per

cent at the

partner

rank.

Women

enef i t rganisat ionsecauseheyare

part icular lyood

at . .

aJ var ious spects f

management.

b)

using

elecommunicat ionsquipment.

PA etpswomenwho have ecent ly ada babyby . .

a)

giv ing

hem

ery

ong

materni ty

eave.

b)

at towinghem o

work ewer ours

without osing

ay

or

a

whi le.

Deloi t te

rovides

. .

a) a chi ldcareervice.

b) anemergencyealth ervice.

IBMa[ lows . . .

a) womenwithchi ldreno takeup o twoweeks'extra ol idayime.

b) al lemptoyeeso buyup o two weeks'extra ol idayime.

Diversity forAccenture in

the UK.

Some firms also recognise that

women can

offer different skills.

'Women

are

quite

good

at aspects

of

management, managing diversity and

working in teams. These are things we

must encourage f we are

going

to add

va lue , ' says Jud i th Ha lkers t on ,

Managing Director

of

Energy,

Utilities

and Telecoms

at

Logica.

That has led to

programmes

such as

PAconsulting

group's

decision to boost

the sa la r ies

o f

newly re tu rned

mothers temporarily so that they can

afford to r'vork fewer hours without

sacrificing

pay

in the flrst few months.

Deloitte has

emergency childcare on

ca l l . BM let s l l

employees

not

us t

parents

buy

up to two

weeks

of extra

leave, which many

consultants use for

childcare. KPMG invests heavily in

state-ofthe-afi teleconferencing,which

makes

telecommuting and other

flexible arrangementsmore

possible.

Clients, on the whole, have been

supportive of the efforts to accommo-

date a variety

of work arrangements.

Consulting flrms say there has

been no

resistance

rom clients and sometimes

you

hear

hem say:

Well,I

only work

three days a week and t works for me'.

SaysAccenture'sMs Naidoo,

'Clients

want a

ob

done and with

quality

by a

cerlain deadline,

but

it's

up to us how

we manage

hat.'

FT

45

UN|T11" GENDEREQUALITY

llllril

r

Wordearch



Find

words r

phrases

n he

article

which

it thesemeanings.

t high

positions

n

companiesn which

ou

make ecisions

bout trategy nd

heworkforce

paragraph

)

1 . . . . . . . .. . . . . . . .

a

period

f ime uring hich woman ho shaving

baby oes otwork orher

ompany

paragraph

)

- . . . . . . . .1 . . . . . . . .

what ompanies

chieve hen heyencourage

eople

rom variety

f backgrounds

ndboth

genders

to

work or

hem

paragraph

)

w. . . . . . . . 4 . . . . . . . .

the

new

etof

recently

ualifiedoung eople

ired ycompanies

ach

ear

paragraph

)

9 . . . . . . . . i . . . . . . . .

getting

ma[]er

paragraph

)

t . . . . . . . .

increase

paragraph

)

b . . . . . . . .

the

highest

evelof evelopment

chievedt a

particular

ime

paragraph

)

r . . . . . . . . - o f - t . .. . . . - a . . . . . . . .

usingelephonesr computers

o

havemeetingsn

which

eople

n different

laces

an alk o each

other

paragraph

)

t . . . . . . .

workingromhome,

sing omputer

onnectedo heoffice

paragraph

)

f . . . . . . .

tr Wordartnerships

1 leadership

2 mentoring

3

financial

4

networking

1 Match hesewords

o

make

artnerships

rom

he

articlewhich

describe ome f he hings

companies

rovide

r use o helpwomenn business.

a) caf6s

b)

support

c)

groups

d)

seminars

Match heverbs

1-4)

with

he

phrases

a-d)

o make xpressions

imilar o those n he articlewhich

describe

ome

f

heactions ompaniesake o helpwomenn

business.

1

to boost h e salaries

a) of work rrangements

2 to accommodatevariety

b) oncall

3 to

nvestn

c)

of

newly

eturned others

46

4 to have mergencyhildcare d)

state-of-the-arteleconferencing

UNIT11

"

GENDEREQUALITY




Usehe

phrases

n

hebox o

make

tatements.

uthemnto he orrectategorieselow.

se ach

phrase

nlyonce.

The

wo

downsides

heart ic le

ment ions

f

notencouragingomenmanagers

o stay n hecompany

a )

w . . . . . .

b )

h . . . . . . . .

Twoof the managementasks hat womenare

particularly ood

at

Text

completion

Usehe

phrases

rom xercises-Cn

he orrect

orm

o completehis

paragraph.

Companiesre

ncreasingly

eal is inghat heywi l lnothave nough

ood

managers

omorrowf

heydo

notsupport omenwhohave amil ies

oday.

C leve ri rms inda range fways o t o su f fe r w . . . . . . . . f . . . . . . .and . . . . . . . . ' ue o os ing k i t t ed nd

effect iveemalemanagers.ome f

hem

nvestn

r . . . . . . . . -of- the

a.. . .

. . . t

echnologyn order

o make

more lexible orkin g

rrangements,uch s1. . . . . . . . t ,

ossibte.

ther ompanies

ry o helpwomen

progress

o sen io r

os i t i ons

yencourag ing

hem o a t tend.

. . . . .

. . . . . . . . 4

nd

o in

n . . . . . . .g . . . . . . . . t

More

enior taf fhetp

unior

managers

hrough system f

m.

. . . . . .

.

. . . . . .o. l t

s also mport ant

o of fer

{ . . . . . . . .

. . . . . . . . '

t

a imewhen

emate

anagersrehav ing h i td ren .ome

ompan iesave

aken hes tep

of emporar i ly

. . . . . . . .he

. . . . .

. .8

f mothers hohave ec ent ly ada baby,

o hat heycankeep

he

same alary utworkshorter ours or

a short ime.

These

measuresrenot

simply

good

ocial

ot icy,

butaneconomic ecessi tyecause, i thoutwomen, ompaniesre indinghat

he radi t ional orkforce

i s

. . . . . . . . n .

t t hough

henumber fwomenn 1 . . . . .. . . . . . . . .' os

s t i t t

ma t l ,o r tuna te tyt

s

g row ing .

hose

whosupport

w.. . . . . . .

. . . . . . . "

areslowly eeinghe

posi t ive

esul ts f h eir

ef for ts.

a)

b)

diversity

harms

he

recruitment in

teams

in the next

generation

managing

process

t imeand esourceswastes working

Whatdo

you

hinkabout heact ions

he

companies ent ionedn

heart ic le ave aken

o help

increase

he

numbers

f women taying n

their

workforce?

re heya

good

dea?Would

his work

in

every ector f industry? re

hereanyother

measures

hichcompanies

outd ake o improve

the

gender

alancen

companies?

Visit

he

websites

f the companies entionedn

the article.

ook

at what hey

sayaboutdiversity

andhelping omen n heworkplace. r i te

short

eport

bout hecompany

hich

ou

hink

provides

he besthelp.

47



Thisunit ooksat the effect f economicycles n he decisiono hire

foreign

abour.

Discusshese

uestions.

1 Do

companies

n

your

ountry ire

mployees

rom

versees?

ompare ew

different

types f

companies

ou

know

f.

2 What ort fposit ionso hese mptoyeesend ohold, ndwhy oyou hink his s?

tr

Understandingtheain

oints

7

2

3

6

7

4

5

tr


Read


uestions.

1 How idcompanies

perating

nVietnamncourage

kil led

orkers

o work or hem?

2 Whatwas heaveragemployee

urnover

ate n Ho

Chi

Mincity n

2008, ccordingo an

HR

survey?

3 Whatwas heemployeeurnoverate t hemanagerialeve[?

4

Howmuch irectoreignnvestmentidVietnam

njoy

n 2007?

5

Howmuch idaverage

alaries

ise

y n hat

year?

5 Didmanagerialalariesise ymore

r

ess

han hatamount?

7

Whatwas he op ncome-taxate nVietnam

t ha t ime?

8

What

xamplesf ax-freeenefitsoes hearticlemention?

Read


age

ndanswerhese

uestions.

Which etof managersid heeconomicownturnn 2009 itmore

trongly,

oreign

r ocal?

Why ad here een omany xpatriate anagersnVietnam eforehatpoint?

How ad hissituation ffectedhe raditionaIelationshiphatVietnamese

mployeesad

with heir ompany?

What ffect ad t atso adonsalariesnVietnam?

What

ffect

id

heeconomicownturn

ave

ncompanies'wi[[ingnesso employ

expatriate

anagers?

Whatwas heeffect f henew awwhich amento orce n st

January

oo8?

Whatmpact id

his

new awhave

n he

ocalisation

rocess?

48

UNIT 2 >' HIRING OCALTYRABROAB

Vietnamese

eesilver

ining

in

skills

battle



facturing sector

over the

previous

few

years:

n 2007

alone, oreign direct

investment ad accounted or some

$1lbn,

or

more

han 12

per

centof

gross

omestic

roduct.

s more nter-

nat ional companies

nvested n

Vietnam,

hey created omething

f

a

of a salary bubble for local

senior

management.

F The

SmartHR survey showed

hat

for foreign-invested

nterprises,

verall

salariesncreased

y almost18

per

cent

os in 2008

but

l

executive

ositions,

he

rise was much more oronounced.

According

o RupaliEde-kar,

ho

runs

Active

Selection, recruitment gency

based n Ho Chi Minh

City,

'There

70were

people

with very limited

experienceand

skills, and they were

asking or totally

unrealisticsalaries.'

G But the

global

crisis

soondampened

down

the fuenzy. Many

overseas

zs companiesstarted

o lay off

staff

and imposed blanket hiring bans.

In the short term,

companies ight-

ened their belts and looked

more

closelyat the relatively

high costs

of

m expaffiatelabour.

H Furthermore,

a new tax law that

came nto

effect on January made ife

more difficult for

expatriates.Most

expatriatecontracts eft

the tax burden

ss to employers.At around35

per

cent,

the op rateof tax wasalready elatively

high,

but salary

packages

were

often

boostedby tax-freebenefits:

paid-for

household

uti l i ty bi l ls

(such

as

m electricity),a

companycar,

private

education or the

children and lights

home were all used

o attract skilled

management

o Vietnam.

I However,

on 1 January2008, all

ss those benefits became axable.

This

soon

speededup the localisation

process: he previous expatriation

trend reversed

as companiesstarted

to reduce the number

of foreisners

rm heyemployed.

The competition or skilled

labour

was fierce, with new arrivals

in the

employermarketusing

generous

alary

by

TimJohnston

A For expatriate mployeesn Vietnam,

January2009 ooked ike the

perfect

storm'. The

poor global

economic

outlook,

combined with recent

ocal

s tax changes,made the survival of

expatriate

obs

look uncertain. In

contrast,

or

local managers, here

was eason

or

hope.

B

Over

the

past

ew

years,

Vietnam's

ro

breakneck

developmenthad

created

local labour shortages,

articularly

n

the management ector.The demand

for

qualified personnel

n

finance,

marketing, human resources

an d

rs

general

management asmuch

greater

than supply. This had created an

employment onanzaor the elatively

few Vietnamese ho had he specialist

skills,aswell as housands

f expatriate

zo workers,notjust

from the developed

world, but also rom

places

uchas he

Philippines,ndia andPakistan.

offers to atftact

qualified

staff.

Consequently,whereas n the

past

Vietnameseworkers

had

generally

stayed

with

a singlecompany

or

their

:o

entire

working life, more ecently, he

'upwardly

mobile'hadalsobecomehe

'laterally

mobile'.

D A survey by Smart HR, a human

resources

onsultancy

asedn Ho

Chi

rs Minh

City,

found that in 2008, he

averageemployee urnover rate was

16.7

per

cent.However, his was

ust

the

tip

of the ceberg'compared

with

the

turnover rate at

more

senior

40 managementevels.Almost half

of

all

human

esourcesmanagersn Ho

Chi

Minh

City

moved

in

2008.

According o Jessica u, Smart'sChief

Executive,'If you were a human

45 esourcesmanagerand

you

hadn't

moved n three

years,people

started

to think there

must

be something

wrong

with

you.'

E The main reason or this heavy

so demand or executives nd managers

had been the large wave

of

foreign

direct

nvestment n

Vietnam'smanu-

c

FT

49

UN|T12

"

HIRING

OCALTYORABROAD

tr

Word

earch



tr

Word artnerships

1 to staywith

2 to create

3

to ask

or

4

to leave

5 to attract

6 to speed p

Matchheverbs

1-6)

with he

phrases

a-f)

o make xpressionsimilaro hose n hearticle.

a) the axburdeno emptoyers

b) a salary ubble

c) a companyor ife

d) skitled

management

o

Vietnam

e) totalty nrealisticalaries

f) the ocatisation

rocess

Findwords r

phrases

n

hearticle

hich ompletehese entences.

1 Whenotsof

obs

areonoffer nd here re

notenough orkers

o

filt

hem,hiscreatesne.

b.. . . . . . .orworkers.hey ave wide hoicef obs nd re nhigh emand.paragraph)

2 Emptoyeeshomove

p

hecareeradder

uickty

re aid o be

cr.. . . . . . .

. . . . . . . . .

paragraph

)

3

Employeeshomake idewaysareer oves,o

gain

roaderxperiencer

perhaps

rom

ompanyo

companynordero ake dvantagefa

better

alary

ffer, re aid o be .

m.

....

paragraph

)

4

The a te twh ich mployeesnter nd eave

companysknown

s hee. . . . . . . .. . . . . . . . . . . . . . .

(paragraph

)

5

When alariesise ha rpty ver short

eriod

f ime, his s known sa

t.

b.

(paragraph

)

6 When companyas oomany mployeesnd ecidesot o recrui tor he ime eing tany evel f

the rgan isa t ion ,

t mposes

b. . . . . . . .. . . . . . . . . . . . . . . . .

paragraph

)

7

lf condit ionsecome orse

or

hecompany,

t may aveo make mployeesedundantr1.. . . . . . .

hem

o. . . . . . . . .

paragraph

)

8

The

rend

or

usingocal

aboursknown s1.. . . . . . .

(paragraph

)

9

The

rend

or

using verseas

aboursknown s

e.. . . . . . .

(paragraph

)

g

Cause ndeffect

Use xpressionsn he box o completehe

paragraph.

as

a

result asa result f caused y consequently ue o in ordero

the

poor lobal

conomicutlook nd

ecentocalaxchanges,hesurvivaI

fexpatriate

jobs

ooked ncertain. ........u,owever,hesituation

or

oca[

managers

ooked ven etter

than t hadbefore.

Duringhe

previousears,

here adbeen nemploymentonanzaorexpatriateorkers ith

specialist

sk i l l s ,

. . . . . . .. . . . . . . '

hebreakneckconomic

eve lopmentnV ie tnam.. . . . . . .0even ie tnamese

orkers

whohad

previously

endedo staywith hesame

ompanyor ife, tartedo changeompaniesegularly

........5

ise

up hecareeradderaster r akeadvantagef better alary ffers.nzoo8,

thedeparturef

many

f he

expatriateorkers,

he

employment

rend

reversedacko oneof ocalisation.

50

UNIT

2

'>

HIRING

OCAILY

R

ABROAD

Sentence

completion

use words

and

phrases

rom

Exercises

-c

to

complete

hese

sentences.



1

Due

o

a sharp

ise

n oreign

nvestment

y

overseas

irms,

we

exper ienced

per iod

n

which

hose

o f

usw i th

a

good

duca t ion

nd

k i l t s

n joyed

rea l . . . . . . .

2 As herewerealwaysmore obs hanpeopleo f i t t hem,wewereable o getpromot ionsuickty nd

became

ery . . . . .

3

We

simply

idn' t

have

nough

xper ienced

nd

ski l ted

eople

n

hecountry

o

meet

he

sharp

ise

n

demand

or

localmanagers.

the

pol icy

or hir ing

managers

oved

uickty

o

one

of . . . . . . .

4

' . . . . . .

. . . . . .

. . . . . . .

h e

a r g e

u m b e r

fe x p a t r i a t e

a n a g e r s

n t e r i n g

h e

o u n t r y ,

. . . . . . .

. . . . . . .

soon

appeared,

nd

we at l

benef i ted

rom

higher

atar ies.

his

went

on

or

some

ime.

5 By

he

end

of zoo8,

owever,

t

was

clear

hatan

economic

ownturn

as

emerging,

nd

a lot

of

compan ieseganmpos ing . . . . . . . .

6

Worse

t i l t ,

hey

actual ly

tar ted

o

.. . . . . .

. . . . . . .

managers,

nd

a lot

of expatr iate

orkers

ent

back

to

their

own

countr ies.

U

nderstand

ng

expressions

Choose

he

best

explanation

or

each

phrase

rom

he

article.

1

'...

Vietnam's

reakneck

evelopment...'t ines

-10)

a) extremelyast

b)

t i t t te

by

tittte

2

'The

competition

or

skitted

abour

was

ierce

.;

(Iines23_24)

a)

very

weak

b)

very

strong

3

'...

this

was

ust

the

"tip of

the ceberg"

..'

[ines

3T-3g)

a)

a smal l

ar t

of he

picture

b)

for

he

op

layers

f management

4

'But

the

gtobalcrisis

oon

dampened

own

he

renzy.,

l ines73_74)

a)

made

everyone

ored

b)

reduced

he

compet i t ion

ndexci tement

5

'.. .

companies

ightened

heir

belts...'

t ines

7_TB)

a)

introduced

new

heatth ol icy

b)

reduced

heir

budgets

1,

2

Discuss

he

advantages

nddisadvantages

f moving

o another

ountry

o work.

Exptain

our

deas.

Do

employees

n

your

ountry

end

o

stay

with

hesame

ompany

or

ife,

r

do

hey

hange

ompany

from

ime

o

ime?

How

egularly

o

employees

xpect

o

make

ideways

oves

n

heir

obs

or

get

promotions?

hink

f different

ypes

f ndustries

nd

obs.

How

oes

his

behaviour

ompare

r:tt ' l

i,ut

of

your

parents'

nd

grandparents'

enerations

rother

ountries

ou

know

f?write

a short eoort.

5 1



Thisunit ooks t hecontr ibutionhat hemodern Rdepartment akeso

the

success f

a

company.

Discuss

hese

uestions.

1 List

ll he asks

ou

can

hinkof hat

humanesources

rofessionals

arry ut.

2 Would

ou

say hat hehumanesourcesepartment

tays

more f

a strategic

ole

r a

supportole?

Explainour deas.

tr

Understandinghemain

oints

3

4

5

5

7

8

9

10

7 7

Readhe

articte n heopposite

age

ndsaywhetherhese tatements

re rue

T)

or

alse

F).

ldentiff

he

part

of hearticle

hat

gives

his

nformation.

1 Uni levernly a[[stsetfhe mult i locaImutt inat ional 'becausetoperatesnmany ountr ies.

2 ltshuman

esourcestrategyas

twaysaken

nto

accounthemany

ifferentusinesses

it

owns roundheworld.

I ts urrent R

oticy

as

hreemain ims.

ItsHRstrategyocuses

n ourmain

reas.

Gary

rouch, nilever'sRDirector,

ayshat hecontribution

eople

make

o hebusiness

theywork or s ncreasingly

eing alued.

It sdiff icutt

o

give

hiscontributionnumerical

r

inancial

alue.

The eport ritten

o acklehis ssue as

alled

Accounting

forPeople'.

The eport

as ponsoredy

he

Departmentf Health.

Companies

egularlyse

tatistics

etating

o emptoyeesor nternal

urposes.

Companies

lso se hese tatistics

idely

n

heir

public

eports.

Gary rouchopes

hatone ay ompaniesi [ [

measurend eport

n heir mployeesn

the

same

ay

hat hey eport n heir inances

oday.

Information

search

1 The

article

ives

everal xamples f ways n which

a company an

use

employee

tatistics

internally.ut

hem

n

he ightorder,

s heyappear

n

hearticte.

a) Managing

uccession

tanning

b) Assessingigh-potentiaI

anagers

c)

Comparinghe

performance

f differentivisions

52

Building

practices

and

priorities.

People

from

different parts

of the

businesswere

UNIT

3

"

BUILDING

STRONG

R

BRAND

key posts

s adequate,

y

assessing

he

number

of

potential

candidates

or



a strong

HR

brand

byAndrew Bibby

A

Unileverlikes o call

tself he

multilo-

cal multinational'.

t is a

term that

reflects

the

company's

enormous

geographical

and

product

range,

s but which

perhaps

lso suggests

he

challenges

f developing

a single

corporate strategy

for

a string

of

individual

perating usinesses.

B

Gary

Crouch, HR Director

for

ro

Unilever UK,

admits

hat, until a

few

years

ago,

each

Unilever

group

ended

to follow

its

own individual

HR

rs

talking

quite

different

anguages,'

he

explains.

C However,

a few

years

ago,

he com-

pany formally developeda shared

corporate

HR framework,

whose

zo

primarygoals

were

simplicity

andben-

efitsofscale.

The new

strategy

ocused

on four

key areas:eadership;

alent

management;

fficiency

ndcosteffec-

tiveness;

nd

corporate

ulture.

D HR,

t seems,

s no onger

ust

a wor-

thy and

useful

support unction.

It

is

part

of the strategic

management

f the

business.

r

Crouchbelieves

hat his

reflects the changing role of HR

ro in

the company.

He

explains,

It's

a

way

of recognising

he

mportance

f

people

o

thesuccess

fthe business.'

E This

s,

ofcourse, he

position

hat

many

other companies

would

like

to

:s claim

aswell. The

question

s how to

put

words

into

action. How

do we

find ways

o adequately

measure

nd

report

HR's strategic

ole in adding

value?This was he ask ackled n an

ao

'Accounting

for People'report

which

was

sponsored

y the

UK Department

ofTrade

and ndustry.

F

Some ompanies

se

of

a

number

of

key

employee

statistics

nternally

as

n their

regular

strategic planning

meetings

o establish

HR

policy

and

development.

neexample

f the way

theyare

useds n

theassessment

f the

proportion

of staff considered o

so have high

management otential.

High

potential

s assessed

sing a

number

of

objective riteria,

ncluding

business

ompetencies, astperfor-

mance,

and

range

of skills

an d

ss

experience.

second

measure

ests

whether

he

succession

lanning

or

more

seniorjobs.

G Athird

method,

mploying

ey ratios

such

as sales o

employee

umbers,

can be used o compare he perfor-

mance

of

different divisions

within

a

group.

Other igures

nclude

he

aver-

os age ime

an

employee

pendsn

a

post,

staff

retention

ates,

he number

of

management

ayers

n

a company

or

department,

safety

and

accident

records,

ndworkforce

diversity.

H

However,

here

can

be difficulties

with

using

standard

mployee

tatistics

for

external

comparisons

between

companies.

or example,

he

actual

importance

f low

staff etention

ates

rs

could

differ widely

between

different

companies

n different

sectors.

s a

result,

there s

still a

great

degree

of

caution

on he

part

of companies

bout

going

public

oo

quickly

with

data hat

so could

be

misinterpreted.

However,

industry

s

clearly moving

towards

more eporting.

I Mr Crouchsays,Financialstatistics

have

been

built up

over many

years

as and

are supported

by large

numbers

of

accountancy ractitioners.

Achieving

this

in HR

will

take some

ime. The

task will

be to end

up with

objective

and verifiable

data

that

can be

used

m for

genuine

comparison.

he

point

is

that we

are

moving

towardsmanaging

our

people

as a resource

or

business

with the samedegreeof rigour and

discipline

hat we

use n any

other

ss of the

business.'

FT

Readhearticle gain nd ick ./) he tem(s)hatcompleteach entence.

1

Gary

rouch

escribeshe

oldUni lever

s . .

a tot

of d i f ferent

ompanies

round

he

wor ld.

having

lot

of employees

ho

didn' t

peakEngl ish.

having

large umber

f d i f ferent

ndseparate

R

pot ic ies.

2

Unilever'sew

trategyocused

n ..

a)

b)

c)

a)

b)

c)

eff iciency

ndcost

effectiveness.

managing igh-potent ia lanagers.

reducing

he workforce.

d) corporate

ulture.

e) developingeaders.

f)

diversity.

53

lrl

NIT 3

"

BUILDINGSTRONGRBRAND

tr

Word

earch

Find

phrases

n the articlewhich it

these

meanings.



L

to compare

2 to manage

3

to recognise

4 to

measure

5 to

develop

6

to use

7

to develop

8 to establish

5

5

1

a company

hich

sells

different

hings

n different

ountries,

eflecting

heirdifferent

eeds

paragraph

)

m . . . . . . - -

2

a company

hich

operates

n

manycountries

paragraph

)

, : ; ; ; ; r ry 's aims

n

generaland

he

way t hopes

o achievehem

paragraph

)

c . . . . . . . .

. . . . . . . .

ways f doing

hings

n

he

Human esourcesepartment

paragraph

)

HR

P . . . . . ' . .

a setof HR oliciesndpracticessed yanentire ompany

paragraph

)

c . . . . . . . .

R

. . . . . . . .

whata companynjoys hen t

akes

dvantagef ts arge ize

o

reduce

osts

paragraph

)

b . . . . . . . .

. . . . . . . . r . . . . . . . .

when

company

lans

hat twi l t

o n he

uture,

ncluding:hich

roducts

rservicest

shoutd

selt,

whichmarkets

t should e n andhow

profits

anbe

ncreased

paragraph

)

t . . . . . . . .

. . . . . . . .

8

hard acts

nd

igures hich

o not nvolve pinion ndwhich anbeunderstoodn hesame ay

byeveryonehoviewshem paragraph)

o . . . . . . . .

. . . . . . . .

9

aspec i f i cse to fk i l l swh icharecons ideredtobeessent ia l

norder for

nemployeetobeef fec t i ve

ina seniorote

paragraph

b . . . . . . . .. . . . . . . .

10

when ompaniesork utwhetherhey

have

he

ight

mptoyeeso fillsenior

osts

s

he

people

in hese

ositions

eavehecompany

paragraph

)

t . . . . . . .P

Word

artnerships

Match he

verbs

1-8)

with

phrases

a-h)

o make xpressionsimitaro those n hearticle.

a) a single orporatetrategy

b) a shared

R ramework

c) HR's trategicole n addingvalue

d)

key

emptoyeetatistics

e)

HR

ol icy

nd

evelopment

0

the

mportance

f

people

o hesuccessf thebusiness

d

the

performance

f

differentivisions

h)

people

sa resourceorbusiness

54

UNIT 3

"

BUILDING

STRONG

RBRAND

tr

Sentenceompletion

Usewords nd

phrases

rom

Exercises

and

B o completehese entences.



1 HRdepartmentsre

laying

more

.. . . . . . .

o le ncorporatei fe hese ays.

2 Bus inessesre ta r t ing to

. . . . . . . . the

mpor tancefp . . . . . . . . tohe uccessf the us iness .

3 Companiesre ecomingorenterestednmeasuringR's ole na.. . . . . . . . . . . . . . .o heir usiness.

4

A l though

ompanies

ouse

. . . . . . . .. . . . . . . .

. . . . . . . .

o

makenterna lompar isonsndmeasurear ious

aspectsf he

business,sing

hem

orexternaIeportings notsocommon.

5

An mportantumanesourcesasks

9... . . . . .

. . . . . . . .

makingurehat he ompanyas nough

qualif ied

ndexperienced

mptoyees

o

ill

hesenior nd

trategic

ositions

hen

he

existing anagers

leavehe ompany.ey mployeetat ist icsan eusedo compare

mployees'

. . . . . . . . . . . . . . . .

tr Understandingexpressions

Choosehe bestexplanationor each

phrase

rom he article.

1

'People

from ifferent

arts

f

he

business ere alking

uite

ifferentanguages... '(l ines3-15)

a)

haddifferent otherongues

b)

haddifferent ays f doinghings

2

'...

succession

lanning

orkey

posts

s

adequate... '

t ines

6-57)

a)

good

nough

b) average

3

'As

a result,

here

s stilla

great

degree f caution n he

part

of companies..'

tines

5-78)

a)

companiesave

o

pay

a bigdeposit

b) companiesre ery nsure bout

t

4

'...

asa resourceor business ith hesame egree f rigour nddiscipline...'

[ines

2-94)

a)

ascarefutlynd

professionally

b)

as

strongly nd

orcefully

Do

you

hink hat

key

employeetatistics

rovide

seful

nformation

bout company?

Think bout ome f hedifferentreasmentionedn hearticle. oyou hink hepublic ould

generally

e

nterested?

lf

you

were

hinking bout

oining

company

s

anemployee,ould

ou

be nterested

in knowing ow ong

mployeesendedo stay here?

Wouldt bea

good

ndicator

f

ho w

happyheywere

n

hecompany?hink bout ifferent

ndustries

ou

know

f.

55



Thisunit ooksat theroleof softwaren human esourcesecision-making.

Discuss

hese

uestions.

1

lf a

companyas

o

make

mployees

edundantn

your

ountry o

you

know fany aws nd

conditionshich

overn

heway hecompany

anages

his

process?

2

How

o

companiesecide ho o

makeedundant?o

hey

se

ny

art icutar

r i ter ia?

tr

Understandingtheain

oints

Readhearticle n heopposite

age

ndsay

whether

hese tatementsre rue

T)

or alse

F) .

ldentifyhe

part

of hearticlehat

gives

his

nformation.

1

Companiesse omputerechnologyo

decide ho

hey hould

ire smuch s

hey

o

o

decide

ho

to recruithese

ays.

2

lt s bettero eave ecisionsboutwhich mployeeso

make edundant

o

managers,ho

know heir

employeesetter.

3 E-firingoftwarean ave ompanies

great

eal f

imeand

money.

4

During

period

f restructuringrdownsizing,companyan asilyose ey taff f t doesn'tak e

stepso

dentify

hem

ndensurehat

hey

willstaywith hecompany.

5 E-firingoftwareanbecombined itha

number f otherweb

applicationso

make

he

edundancy

selectionrocess ore ffective.

5 One f heways f deciding hich mployeeshould o s o firstwork utwhich mployeesou

should

eeo.

7 Mergersetweenompanieshich

avehought bout hich mployees

hey

houtdeep

arly n

n

theorocessave een

more

uccessfulhan hose

which aven't.

Read


uestions.

1 Whenwocompanieserge, hat soneof hemainwaysnwhichhey an avemoneyn he uture?

2 Whichwomain usinessbjectivesoes his ypeof softwareelpbusinesseso

align?

3

Inwhichhree ituationsan -firing

oftware

euseful?

4 Whatength f delayn

making

mployeesedundantan esultn osing ver 5o/o

f he

desired

ost

savingsf a merger?

5

Which

ther oftwarepplications

oes -firing

oftwareink

with?

6

lf a company

ires

oomany f a

particular

roup

femployees,hat wo

possibte

esulting

roblems

doesheart ic le

ention?

tr


56

Computer

ays:

UNIT4

"

E-F lR lNG



'You're

fired'

by

Joia

Shillingford

A While many companies ave adopted

e-recruitrnent

echniques for example

posting

obs

on he

web

thebenefits f

e-firing

areknown

o

fewer

businesses.

s The

practice

may sound ery unpleas-

ant,

but

-

asmany who haveworked n

a shrinking organisationmight agree

softwarecould hardly do a

worse

ob

than somemanagers.

B E-firingsoftware

s

particularly

elp-

ful

to

managements n the

event

of

a merger

or

acquisition

M&A),

where

part

of the logic of the deal s

that the combinedbusinesses

ill

need ewerstaff.

By usingsoftware,he

process

an

be

speeded p so hat he beststaffdo

not eave

while

uncertainty angs ver

thebusiness. o llustrate, one-month

zo

delay

n working

out

which

obs

to

cut

could reduceexpected ost savings f

$500m

year

by more han

$150m.

D

But

delaysare commonbecause f

the difficulty andemotion

nvolved

n

zs deciding

who should

stay and

who

should

go.

That is

why

human-

resourcessoftware s increasingly

being

used o

help businesses lign

financialandorganisational bjectives

:o in situations

n which

they

need

o

get

rid

of

employees. hese

ncludemerg-

ers

and acquisitions,edeployments,

reductions nd

ordinary

erminations.

By linking to

other

business pplica-

:s tions, suchas

payroll

and he human-

resourcesdatabase,

his type of

softwarecan

put

all the mportant data

in one

place

for senior managers

to analyse.

E Samantha anson, ice-Presidentf

HumanResources t Vurv, a company

which

produces

his type of software,

says:

Before

we

introduced

his soft-

ware,

every time

I went

through a

+s

restructuring

rocess,

he

Chief

Finan-

cial Offlcerhadhis or her spreadsheets,

human

esources ad theirs and the

legal

department

were looking

at

another ne Moreover,when heChief

so Executive changed he amount of

money he wanted o save, he figures

had o be calculated gain,and t was

very

difficult o

get

all the spreadsheets

to matchup.'

F But this type

of

softwareenables

merger candidates o set up a hypo-

thetical

event, such as

a merger

or

acquisition, nd a

goal,

suchas

how

much they want to reduce he head-

60 count

by. Or

what

skills they

want

to

end up with i n the combined

business. ou can ook at

your

work-

force in a variety of ways ncluding:

performance, ay,

age,

geography

or

os business nit.

G Equally,

you

can ook at a combina-

tion offactors, uchassales ybusiness

unit, ength

of service r the success f

applicantshired by

one

particular

ro recruiter. n

this

way,

you

can see ery

quickly

what it will cost to close a

whole unit and f it will disproportion-

ately affect agroupof employeessuch

as womenor ethnicminorities,which

could ead o legal cases r an unbal-

ancedworkforce.

However,

his ype of softwaredoes

not simply

deal

with

reducing hehead-

count;

it

also helps to identify top

performers

or employees uitable or

retraining.n arecent

tudyof 40 M&A

deals,t was ound

hat

n

15 deals las-

sified as

'successful',

nearly every

companywhich took

over a business

identifiedkey employees

or retention

during due diligence

(the

process

by

which companiesverify

that the

intended

urchase

s viable)

or

within

30 days

of

the

announcement.n

marked contrast, his

only happened

in one hird

ofthe

unsuccessfirl'deals.

FT

15

C

75

H

57

UNlTr4

"

E-FlRlNG

tr

Word

earch

Find

words

r

phrasesn

hearticle

hich

it

hese

meanings'



1 the

opposite

f

e-recruitment

paragraph

)

o- l

2

getting

malter

r downsizing

paragraph

)

t . . . . . . . .

3

computer

rogrammes

hat

can

show

ows

of

figures

nd

perform alculations

ith

hem

(paragraph

)

t . . . . . . . .

4

the

otal

number

f

employees

company

mptoys

paragraph

)

h . . . . . . . .

5 smatt roups f peoplewho havea different ountry

f

origin

or culture

rom

most

of the

employees

(paragraph

)

e . . . . . . . .

. . . . . . . '

6

particutarty

trong

and

alented

mployees

paragraph

)

t . . . . .

p

. .

7

when

company

nich

s hinking

bout

uying

nother

ompany

ooks

arefutty

t his

ompany's

accounts

o

check

hat

he

purchases

nnanciatty

nd

egatly

iabte,

s

t must

o

by

aw

paragraph

)

A. . . . . . . .

. . . . . . . .

tr

Definitions

Match

hese

words

nd

phrases

rom

he

articte

hich

escribe

ituations

hen

-firing

oftware

anbe

usefut

1-4)

with

heir

meanings

a-d).

1

mergers

nd

cquisi t ions

a)

when

n

ndividuat

mptoyee

eaves

he

company

when

mployees

re

moved

rom

ne

department

o

another

ue

to a

company

eorganisat ion

when

wo

companies

oin

ogether,suatly hen ne akes ver

the

other

nd

has

he

controlting

nterest

when

company

educes

tsworkforce

n

order

o

save

osts'

often

uring

n

economic

ownturn

2 redeployment

b)

3

downsizinC

c)

4

ordinary

ob

ermination

d)

|

Word

artnershiPs

1 to

post

obs

2 to

align

inancial

3

to

get

r id

4

to

go

hrough

5

to

recluce

6

to

identify

Match

hese

phraseso

make

word

partnerships

rom

he

articte

which

describe

ctions

erformed y

companiesndhumanesourcesepartments'

a)

and

organisationaI

biectives

b)

top

performers

c)

on

he

we b

d)

the

headcount

e)

a restructuring

rocess

f)

of emptoyees

58

U N I T 4

"

E - F l R l N G

Word amilies

Completehe hart.



noun

verb

I

to

merge

2

to acquire

redeployment

l

4

to

reduce

terminat ion

5

to retain

downsizing

7

Sentence

ompletion

Usewords

nd

phrases

romExercises

-D n he

correctorm o complete

hese entences.

1 When

wocompanies.. . . . .

o

orm

ne arge ompany,

nfortunatelyor

some

f heemployees,

the ew ompany

f ten. . . . . . .

2 Themanagement

ave

o

decide

hich

mployees

hey houtd.. . . . . .

nd

which

hey houtdire.

3

l t s mportant

or

hem ot o ose

heir. . . . . . . .

otherwise

hevwitt osehe

best ki l ls

no

experience

n

hebusiness.

4

In

some ases,

herefore,t s

bet ter

o

.. . . . . .

ood

mployeeso

other epartments

han o . . . . . . .

their

mploymenti th

hecompany.

5

The

managers

an se

software,hich

an ecombined

ith

a number

fhuman

resourceswebapp l i ca t ionsand

an r ing together the. . . . . . . .o fvar iousdepar tmentssothat the

decision-making

rocess

ssimpler

nd aster.

6

In

h isway,

hen company

oes

hrough . . . . . . .

rocess ,

nd educes

ts . . . . . . .

t

can. . . . . . .t s

organsational

nd inanciaI

bjectivesffectively.

Whatsyour mpressionf hesoftwareescribedn hearticle?s t a sinisterpplicationf modern

technology

ra necessarynnovation

f modern

ociety?

Do

you

hink uch

oftwarean eally

eeffective?o

spreadsheets

now

more

bout

company's

employees

han tsmanagers?

hink

bout

ery arge

nd ery mall

ompanies.



This nit ool<st a

ob

advertisement

or

a

emporaryumanesources

manager.

Discusshese

uestions.

1 What

ualifications,

kil ls ndexperience

ould

ou

expecto bespecifiedn anadvertisement

for

he

post

f Human esourcesanager?

2 What esponsibi l i t iesnd ut ies ight edescribed?

tr

Understandingthe

ain

oints

Read

he

ob

advertisementn heopposite

age

ndanswerhese

uestions.

1 How id his emporary

osit ion

rise?

2 Whats hecurrent ituationf hecompany?

3

What olewi[] the

R

Manager

lay

n elat ion

o his i tuat ion?

4

What eedso bedone o

ncrease

heefficiency

f

he

HR epartment?

5

What

an heHR

Manager

o o attract nd

etain

taff?

5

Which

wospecificasks

eed

o

be

performed

n inewith egal equirements ?

7

ls

a background

n

he

pharmaceutical

ndustry ssential?

8 Which reas fchange anagementoesheappl icant

eed xperiencen?

9

How

well

does

he

HRManagereed

o

beable

o

communicaten

French

ndEnglish?

E

Information

earch

tr


Readheadvertisementgain ndanswerhese

uestions.

1 Whatdoesnterimmeann he

ob

itle?

2 What oes .

stand

or n he

salary

pecification?

hat

oes his er mmean?

3

What

s

meant

y

per

annum?

Readhe

advertisementgain

nd

say

what he esponsibititie sf heHRManagerre

n

relation

to

he ollowing

eople.

1 the

Senior

uman esourcesanager

4

t inemanagement

2

a

department

f

15

5

union epresentatives

3

senior

anagement

5 mult i funct ionaleams

60

UN|T15

"

IOBADVERTISEMENT

Interim

HR

Manager

Temporary



Globat harmaceutica[

ompany,

rance

c.€40-55,000 erannum

I A

leading tobat

harmaceutical

ompany

surgentty

eeking

Human

Resources

Manager

o

oin

ts

eam

n Paris.

upporting

he

Senior

uman

esources

anager

nd

leading

department

f 15,

ou

will

oversee

he

provision

f HR

ervices

ndptay

pivotal

ole

n

he

process

f

organisational

estructuring.

his

s

a 1Z-month

ontract

s

covering

aternity

eave.

s RESPONSIBILITIES

The

key

areas

f responsibil i ty

re

detailed

etow,

ut

these

may

vary

and

he

Human

Resources

anager

i[[

perform

dditionaI

asks

s

andwhen

equired:

ro

.

Manage

our

eam

o

maximise

he

eff iciency

f

the

HR

department.

his

wilt

nctude

stablishing

a realistic

uccession

lan

or

HRstaff.

.

Support

he

development

nd

mplementation

f

HR

strategy

cross

he

whole

rganisation

n

areas

ucn

ls as ecruitmentnd etention,mployeerientation,

employee

elations,

erformance

anagemenr,

training

nd

development,

nd

compensation

nd

benefits.

upervise,

valuate

nd

monitor

he

delivery

of these

ervices

nd

constantly

eek

ways

of

making

20

them

more

effective

nd

cost-efficient.

.

Advise

nd

iaise

ith

senior

management

n

HR

decision-making.

ommunicate

ew

po[icies

nc

procedures

cross

he

business

ndprovide

oLLow-up.

. Devisend o[[outorganisationaIhangetrategies

25

which

arealigned

ith

organisationat

alues

nd

goats.

.

Srppty

ine

management

ith

he

appropriate

information

o

hightight

R-retated

ssues

hat wit[

have

n mpact

n performance

ndproductivity.

.

Regutarty

pdate

ompany

alary

tructure,

ob

30

documentation,

ppraisaI

ystems

nd

employee

feedback.

nsure

hat

he

emptoyment

enefits

nd

remuneration

olicies

emain

ompetitive

n

order

o

attract nd etain igh-ca[ibreersonne[.

.

Co-operate

ith

union

epresentatives

o

resorve

35

employee-relations

ssues.

nsure

hat

such

ssues

re

handled

n

accordance

ith

company

oticy

nd

egal

reouirements.

.

Oversee

he

payrotl

unction.

.

Maintain

[[personnel

ecords

n tine

with

tegal

40

requirements.

C CANDIDATE EQUIREMENTS

The

deaI

andidate

il l

have

strong

nternational

background

ith

a

track

ecord

f

success

n

a similar

corporate

nvironment.

s

a

point

of

contact

or

al l

+s nternal

nd

external

R ssues,ou

must

have

outstanding

ommunication

kitts

nd

be

able

o

collaborate

ith

multifunctional

eams

o

deliver

n

HR

service

hich

s

compatibte

ith

he company

goats.

t is

essential

hatyou

can espond

o the

so ever-changingeeds f thisbusiness;ouneed he

confidence

o

provide

nnovative

R

solutions

nd

have

the

credibility

nd

ntegrity

o

present

hem

o

atl evets

of

the

organisation.You

lso

eed

n

autonomous,

hands-on

pproach

nd he

abit i ty

o

manage

heavy

D

worktoad.

o be

considered

or

this

rote,

he

fottowing

requirements

ust

be utfitted:

.

A

Master's

egree

n

Human

Resource

anagement

or equivalent

. A minimum f f ive ears'experiencenan HR

60

management

ol e

.

Demonstrable

xperience

n

a broad

ange

f HR

areas

nd

exposure

o

change

anagement

ssues

such

s estructuring

nd edeployment

.

A

track

ecord

n

managing

elationships

n your

65

organisation

nd

delivering

R

services

o key

stakeholders

n

he

business

.

ExceptionaI

bit i ty

o

analyse

ata

and

provide

recommendatlons

.

ldeatty

background

n

the

pharmaceutical

ndustry

zo

.

Extensive

xperience

n negotiating

ontracts

.

A basic

nowledge

f French

mptoyment

aw

.

Proficient

n French

nd

Engtish

61

UNIT15" IOBADVERTISEMENT



competence

r abitity

paragraph

)

members

rom ifferent

epartments

paragraph

)

believable

paragraph

)

and

ethical

paragraph

)

and

make

ecisions

ndependent ly

paragraph

)

(paragraph

)

(paragraphs

/D)

achievements

paragraph

)

Word amilies

Complete

hechart.

verb

noun

verb

noun

to supervise

to maintain

9

to roll

out

2

to

provide

1 0

to advise

3

to assist

1 1

to liaise

to follow

up

1 2

to resolve

5

to oversee

to mplement

6

tosuppty

I4

to

respond

7

to al ign

to

update

8

to

anatyse

UNIT15

"

JOBADVERTISEMENT

Sentence ompletion

Use ordsrom xercise

ocomplete

hese entences.

here ay

emore

han ne

ossible

nswer

insome entences.



1 TheRegionaI

a lesManager i l t . . . . . . .wi th

counterpartsn otherdivis ions.

2

TheSiteManager 's

aindut ies ncludehe . . . . . . . f

contractorso ensure

hatheatth ndsafety

regulations

re

ollowed.

3

The

postholder

i t t . . . . . . . ustomer ccount

etai ls n a regular asis

o hatneworders

anbe

handledn

an ef f ic ient anner.

4

The

Market ing a nager i t t . . . . . . .

he

product ion

f market ing

ampaigns

o

guarantee

igh

tandards

andcosteff iciency.

5

This ote

wi l t

nvolve

orking losely

i th he Developmentanager

n he . . . . . . .

f a new

appraisatsystem.

6 Oneof

your

main esponsibi t i t ies

i l l

be o

. . . . . .

ustomers i thdet ivery

ates

nddetai ls.

7

You

w i t t

. . . . . . .

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quer ies

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phone

nde-ma i l .

8 A key esponsibi l i tys

o

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echnical

roblems.

9

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anager illensurehat egionaI

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with

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tandards.

10

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ssistant i l tbeexpected

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.. . . . . . .

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Completehese entences

singhe

prepositions

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hebox.

in

in in in

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1

This ole equires

xperience

... . . . .

ash nd t ockmanagement.

2 Key

kit ls

nclude

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nowledge... . . . .

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ools.

3 ldeat ty ,ouwi t l ave background. . . . . . .og is t i cs .

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rack

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businesss

essential .

5

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equ i res

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nder

ressure .

6 The

uccessfuIandidate

ust ehighty

rof ic ient. . . . . . . .

ngt ish.

7

Exposure

.. . . . . .

echnicalspects

fbankingperat ionsould e

desirable.

;3::1fi

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ob

hat

ou

are

amil iar

i th:

our

urrent

ob,

previousosit ion

rone hat nterests

you.

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headvertisementn

page

1asa model, ri te

nadvertisementor

your

hosen

ob .

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ou

havewritten

our

dvertisement,ind eal

dvertisementsor

similar

ositions

n

newspapers,n

ournals

r ontine. ompare

hemwith he

advertisement

hat

you

have ritten.

id

they pecifyhesame ual i f icat ions,esponsibi l i t ies,ki t ts nd xperience?id hey se imi lar

vocabulary?

f here

reanynew

words, heckhem n

a dictionary.

63



Thisunit

ooksat a letter

of

appointment

hichoutlines

he ermsand

conditions f employmentelatingo the

ob

being ffered.

Discusshese

uestions.

1 Whatterms,ondit ionsnd

nti t lementswould

ou

expectto

e nctuded

n

a

etterof ppointment?

2 Whicherms nd ondit ions

re he

most/ least

mportanto

you

when eciding

hethero acceptn

offer

f employment?

hy ?

tr

Understandingthe

ain

oints

Read

he

letteron he opposite

age

and answer

hese

questions.

1 Where i t l

Mr Haroer e based?

Wit t e beexpected

o work here l lof he ime?

2 Howwit t hecompany

ecide hether

r notheshould

eceive bonus?

3

Whatare

hisent i t lements

hen

performing

ut ies utsidehe

normal

lace

f work?

4

Witthe be

expectedo work overtime?

5

Whatare he

restrictions n

his

use

of annual eave?

6

Howmuch

notice oeshe have o

give

during he

probationary eriod?

7

Whenmight nstant

ismissal r suspension

romwork ake

place?

8

WhatdoesMr Harper

ave o do to accept

he offerof employment?

9

Which ocuments

i l l orm hecontract

f employment?

tr


Readhe etteragain.

Whatdo he

ollowingigures

efer o?

7

3)anuary2011

2

EUR

0,000

3

90

days

4 30minutes

5

20days

6 three

months

64

UNIT 6

" '

LETTER

FAPPOINTMENT

Mr JohnHarper

45 BoltonRoad

BethnalGreen

London

E2

sEY

T-Solutions

Bokkerlcan

563

Amsterdam



1

gth

November 01

Netherlonds

Dear Mr Harper,

Following

our

recent nterview t the T-Solutions eadquarters

n Amsterdam,

am

pleased

o

otfer

you

the

position

f Customer

Services

Manager n T-Solutions

K on the

ollowing erms:

1 Youremployment il lcommence

n 3 January 01

2

Yournormal

place

of work will be at the T-Solutions

K office n AlbertStreet,

West

London.However, o

perform our

duties

as

CustomerServicesManager,

ou

will

be

required

make

visits

o companybranches

in other egionswhen nstructed.

3

Yourstartingbasicmonthly alarywill be the

equivalent f EUR 40,000

per

annum.

Your

performance

ir r

be evaluated t scheduled ntervals, nd he

company

will adjust

your

salaryat its sole discretion.

4 After

satisfactoryompletion f the irst90 daysof

employment,

ou

may

be eligible

or

a bonus.The

securing

of subsequent

onuses

will

be basedon

the

achievement

f

goals

set

n

your performance

ppraisal nd on

overall ompany

performance.

5

Youwill be

entitled

o

claim

ravel

and subsistence

xpenses

or

duties

which

are

performed

utside he

normal

place

of work. f

your

expenses xceed he rates

specified n the company laims orm,

hey

may

not

be

reimbursed.

6 Yourworkinghoursare Monday o Friday, rom

g

a.m. o 5.30p.m.You are entitled o a 3o-minute unch

breakeach day.

You

may be required o work

additional ours o fulfil

your

duties.

7 In addition o

public

holidays,

ou

are entitled o 20 days'paid annual eaveupon one

year's

service.

Unusedannual eavecannotbe carried orward o

the subsequent

ear.

8

The duration

f

your

probationary

eriod

will be threemonths.During

his

period,

each

party

has he right

to

terminate he contract

y

giving

one week'snoiice

or,

n lieu

of

notice,

he equivalent f one week's

salary.

The

Company

may

extend he

probationary

eriod

o review

your performance

nd

conduct.You

may be subject o instantdismissal

r suspensionrom work f

you

are

guilty

of

misconduct

r

in

breachof

the termsand conditions f employment.

9 Periods f noticeafter he

probationary eriod

are specified

n

the full ermsand conditions f employment.

This offerof employments

subject

o the

provision

f two

professional

eferences

nd copiesof

diplomas

and certificates.

lf

you

would ike o accept his

ofier

of

employment,

lease

sign and date he

attached

opy

of

this etter

and

return t

to us

with

he abovedocuments.We will hen

ask

you

to

sign a copy of

the full erms

and conditions

f

employment,

hichwill, ogetherwith

his etterof appointment,orm

your

contract f

employment.

Pleasedo not hesitate o call me if

you

have

any

questions

bout hi s appointment.

We look orward o welcoming

ou

to our company.

Yourssincerely,

UaTY\anser

Eda Manser,Director

f

Human

Resources

I accept his offerof employment nder

he termsand conditions

pecified bove.

(Signature) (Date)

65

UNIT 6 '> LEfiEROFAPPOINTMENT

Scrambled

ords

Usehedefinitions

o unscramblehewordsromhe etter.

1

a local iv is ion f a business



BARH C

2

payment

or means

f survival, uchas ood

SISU

SETCBE

3

make repaymentormoney

pent

SEREUI

BM

a tr ia l

per iod

ur ingwhich

company ssesses hether new

employees r ight or

he

ob

NIOPRRAOYBATDROPE

a

written

statement bouta

person's

haracter,bi l i tyandskitts

CEEN

FEER

5 bador nappropr iate

ehaviour

UMNISTDCCO

7 theactof i r ing

omeone

mmediately

ANINTSTAISDILSM

8 theactof emporar i lyeteasingomeoneromprofessionalut ies sa punishment

SNUOESISPN

Sentence ompletion

Usehewords nd

hrases

rom

xerciseocomplete

hese entences.

1

When wasoffered

he

ob,

askedmy ormer mployer

o

provide

. . . . . . .

2 He aces. . . . . . .

romhisemployment

oronemonthbecause ewascaught mokingn hestore oom.

3

l f he

postholder 'ser formance

as

been at isfactory,heappointmentshoutd

e conf i rmedn wr i t ing

a t h ee n d f t h e . . . . . . . .

4 Toclaim

.. . . . . .

xpenses,

ou

wi l lneed o

provide

ecords

uchas estauranteceipts.

5

He eceived f inal

wr i t tenwarningol lowing

er ious

. . . . . . .

which ncluded

heftof company

roperty.

6 l f

you

ravel

i rst

tass,hecompany aynot ut ty . . . . . . .

our

ravel xpenses.

7

Before

began orkingn

he i rm's eadquarters,was

based n a [oca1.. . . . . . .n

myhome own.

I When mployeesredismissed,heyareusual ly nt i t ledo thenot ice er iod etout n he

employmentontract . owever,

n

he

case

f

. . . . .

,

theemptoyees

asked

o

leave

he

companymmediately,

i thout nynot ice.

66

UNIT 6

"

LETTERFAPPOINTMENT

Word earch

Findwords

and

phrases

n the letter

whichhave he same

meaning

s he words

n ital ic.

1 Theemployee

maybe old o remain ontac table utside

he normalworkinghours.

point

2)

2 TheCompanymay, ccordingo

its

own

udgemenf,

ransfer he employeeo another

epartment



without

djust ing

is/her alary.

point

)

3

Youmaymeet he

requirements

or

promotion

f

you

achieve

ourperformance

argets.

point

4)

4

lnadd i t i on toannua leave , theemp loyee

i l l ave the r igh toe igh thourso f

o t idaypayperpub l i c

hotiday.

point

5)

5

The

employee

mayhave o complete monthly ime

sheet.

point

6)

6 Oneweek's

oticemaybe

given

by either ide

n

thiscontrocfo terminatehis

Contract f

Employment.

point

)

7

No

payment

r compensation

il l

be

made n

place

of annual eave

not

aken.

point

8)

8 Renewal f thisemployment ontractdependsn satisfactoryerformance.paragraph fterpoint9)


Usehewords nd

hrases

n

he

box

o

completehese entences.

adlust carry

orward claim extend

give

in breach

f secure set out

1 You

annot

.. . . . .

expenses

or ravel l ingo

your

ormal

lace

fwork.

2 Employeesaveheopportunityo .. . . . . . bo nus ased n heir ontr ibut iono company

oerformance.

3

Under xceptionali rcumstances,

mployees

ay e

permitted

he ighto

.. . . . . .

nnualeaveo

the

ollowing

ear.

4

The mployereserveshe

ight

o

.. . . . . .he

probationary

eriod

eyondtsexpiry ate.

5

Att taff re ubjecto standard

iscipl inary

rocedures

henhey re

.. . . . . .

erms nd

ondit ions.

6

Both

ar t ies

re

b l iged

o

. . . . . . .

he

per iod

fnot i ce h ich

s . . . . . . .n

he

Cont rac tfEmployment .

7

l f

you

ecideo work

art

ime, ewi[[ . . . . . . . .

our

alary

ccordingly.

Find utwhetherhe erms nd ondit ionsfemploymentetout n he etter fappointmentn

page

5are ompatible

ithemployment

aw n

your

ountry. ummariseny

points

hat

may eed

to bealteredhen

ompare

our

deas

ith

other

eople

n

your

lass.

Do urtheresearch

n

employmentaw n

your

ountry.

ind utabout neof he

otlowing

oints:

.

How

ew ppointmentsre onfirmed

o

When ndhowa contract

s ormed

etweenhe

employernd

employee

o

What

he

employeras o do f t wisheso changehe erms

ndconditionsf

employment

after hey

have

een greed ith heemployee

Presentsummaryfyour indingso he est f heclass.

67



Thisunit ooksat

a record f an annual

erformance

ppraisal,

hich s

a

scheduledvaluationf an employee'serformancendprogress.

Discusshese

questions.

1 What

points

mightbediscussed

n a

performance

ppraisal?

2 Someemployees

eel hat

performance

ppraisals re

a

wasteof t ime'.

How

can hey

be madeeasier

and

more

productive?

hatare he

benefits f a well-handled

ppraisal?

1 One f

Pitar's

trengths

2 Anachievement

3

Hermain bjectiveuringast

ear's

performance

ppraisat

4

Actionaken o

utfi l ast

ear's

bjective

5

Her

hal lenge

his

ear

6 Actiono be aken

7

Her areerbiect ives

8

Garv'srecommendation

d)

e)

0

tr

Understandinghe

main

oints

The

performance

ppraisal

ecord n heopposite

age

was

written y hemanager hoconductedhe

appraisal;t summarises

hemain

oints

hat

hediscussed

ithhisemployee.eadt and

match

he

points

1-8)

with

hecorresponding

xamples

a-h).

a) Better ervice

ithin tores

b) The

provision

f mentoringnda hree-day

orkshop

c) Scheduling

f sessionsithstaff

n

stores cross

the

region

Promotiono

Regional toreManager

The

abit i ty

o

givegood

eedback

Promot ion

s condi t ionaIn mprovement

n

performing

administrativeasks

g)

Efficient seof time at the

Heyworth tore

h) Organised ndefficient andling f financial igures

andsales

ata

Understanding

etails

Readhe

performance

ppraisal

ecord gain nd

saywhetherhese tatements

re rue

T)

or

false

F).

Correcthe alseones.

1

Pilar as ncreasedhe evenuefstruggting

tores.

2 She as

mproved

taff

morale ndworking

ractices

ithin hestores.

3

Last

ear,

ome upervisorst he

Heyworthtore omplainedhat

heirworkload as ooheavy.

4

Pitar as

o ravel

ongway o

get

o he

Heyworthtore.

5

There asbeen

good

esponse

o

hesessionshe

holdswithstaff.

5

Pilar

ook

a ong ime o updateinancial

igures sshe

wasnot

comfortabte

andting

numerical

ata.

7

Pilar oes otwant o be ransferred

o another

egion r abroad.

8

Due

o

her

progress

ver he

past

ear,

he

willbe

promoted.

68

UNIT 7

"

PERFORfifiANCEPPRAT

PEHH*ffiF"€&ffiX &FFffi&E &t

Summcry of discussion

points

Performance ppraisalof

Pilar

Garcia-Martinez Conducted

by: Gary Lynch



Position:Assistant egional toreManager

Length of service: 5

years

The following

points

have

been agreed:

€i

eexprxbiiiti*s

und *tr*t:gths

Pi lar :

.

has he ability o

motivate

nd direct he

work

of

he r

subordinates.

.

is articulate nd oersuasive.

.

delivers

eedback

learly nd

constructively.

.

is

good

at

finding

olutions

o boost evenue, ut

costsandenhance

he mageof struggling

tores.

.

has

excellent

udgement

nd acts

quickly

o

prevent

ootential

isks.

3] &ehi*vemcr:ts

Pi lar :

. has ncreasedhe salesof under-performing

storesand dentified

ppoftunities

or mproving

revenue, uchas modif ied

roduct

ines, nnovative

marketing nd merchandising,reative

roduct

displays

and

effective

pricing

strategies.

.

has

strengthened taff

morale

and

adaptedworking

practices

o

that he

stores

are

operating

o their

optimum

fficiency.

.

has

ensured n

improvementn he evel

of service,

as well as the overalloresentation f the stores.

.

takes

pride

n her role n establishingn efficient

recruitmentystem.

3)

Fuifiiment

*f

lasi

ye€r'=

rncica

b *ctiv*{s}

During

er

ast

appraisal,

ilar

expressed ifficulty

keeping

rack of supervisory ctivities n the Heyworth

store.

Furthermore,

omesupervisorshere

elt

neglected nd hat adequate ime was not taken o

address

moortantssues n the

store.

Pilarwas aware hat she could not afford o soend

more ime

at the

Heyworth

Store only a

few

hourseach

ouarter due

o the

distance nd

timeconstraints.

he

agreed hat

she

needed o

makemoreefficient se

of

her imitedime

at

the

store.

Since

hen,

she

has

scheduled essions

n

all

stores

within he region,which nclude eviews

of work n

progress, lans

or upcoming ork

an d

Date:16December

general uidance.

he

has

alsoestablished more

comprehensive

ollow-up

ystem o thatshe can

monitor ssueswhichhave

arisen t

meetings.

There has been very

positive

eedback rom many

stores, ncludinghe Heyworth tore,about he new

sysrem.

4) Chalieng*s

,r

gc*€s

t* rxpr*v*

Pilar

undertakes

arious

dministrativeaskswhen

the Regional tore

Managers

absent, uchas

providing

inancialigures

nd salesdata o head

off ice

when equested.

n several ccasions,

t was

noted hat igureswere not handled n

an organised

and eff icientmanner nd hereweresomeerrors.

She admittedhatshe a cked onfidence ith he new

retailmanagement atabase ystem

RMDS)

nd,as

a result,

ound t

ime-consumingo update

evenue

and salesdata.

5)

Actien io

be

tcken

Pilarwil lbe

provided

ithmentoringo refine er

skil ls

when handling

ataand

using eporting

systems.She

must

also attenda

three-dayworkshop

on

he RMDS.

6)

Career *bjeetiv**

Pilarhasexoressed desire o be consideredor he

role

of

Regional

toreManager. he s

prepared

o

transfero

another

egion

r evenabroad.

7) Recam:etendsti*r:+

/

e*rnxae*ts

Pilar

ontinueso be a dedicated, igh -performing

employee

ho has

progressed

onsiderablyhi s

year,whichmeansshe couldbecomea contenderor

promotion

o regional

tore

managerwithin

he

next

year.

Thiswould

depend

n

her

ability

o master he

administrative

asksmentioned

bove,whichwillbe

reviewedn hreemonths.

Due o her exceptional

ffort, ur under-performing

stores

haveexceededheir

sales

goals,

o she will

be awardeda bonuswhich reflects

her achievement.

59

UNIT 7

"

PERFORMANCE

PPRAISAI

ECORD

tr

Wordearch

Find diectives

n

he

performance

ppraisal

eport hich

mean

hesame s he

words nd

phrases

n

tatic.

1 He s an

excellent

ubtic

peaker

ecause

eis very

lear nd

eosy o understand.

section

)



5

6

g

Sentence

ompletion

2 She svery onvincing hen heneedso influence thers.section)

3

With he

new ystem

n

place,

he

production

eam re

operating

o heir est

evel f efficiency.

(section

)

4

His taff eel bandoned

nd

orgotten

ecause

e

ocusesxctusively

nhisown

goals

atherha n

those

f he eam.

section

)

Hedoesn't

ave nough

xperience

o work

utside

isdaity

outine.

section

)

Each

managereeds

o

prepare

isor her eam

members

or heapproaching

erformance

ppraisals.

(section

)

She

s a committed

ember

f staff

whocan

becounted

n o complete

ssignments.

(section

)

The

new

Managing

irector

equestedn

action

lan

or

deating ith he

ailing

ineffective

department.

section

)

Definitions

Match hesewords nd

phrases

rom he

performance

ppraisal

eport

1-8)

with heir

meanings

a-h).

1 a subordinate

a) the

way

products

re hown

n a

store

2 a

product

isplay

b) a

person

ho

s n competit ion

ithothers

3

a

product

ine

c) stock

f one ype

of

product

n different

izes,

tyles, olours,

tc.

4

merchandising

d)

a

timit r

restrictionn

heamount

f ime

available

5

time onstraints

e) to become

roficient

r skitled

t a ask

6

to keep rack

f

f)

a

person

n

a ower

ank

r

position

7 a contender g) theplanningfsales ypresentingproducto he ightmarket t he ight ime

8 to

master

h)

to

monitor

r

keep ware

fsomething

rsomeone

Use

words r

phrases

rom

Exercise

n hecorrect

orm o complete

hese

entences.

1 Due o

.. . . . . .

wedidn' t

manageo

coverhis

tem

n he ast eminar.

2 With

is evel f

expert isend

xperience,

e

s

a

strong... . . . . .

or his

ob.

3

Part ic ipat ing

n

he

raining

rogramme

etped

e o

.. . . .

atamanagement.

4

TheMarketing

anager

eedso

have

reater

onfidence

nher.. . . . . . .

o hat he

eets omfortable

when

elegatingasks

o hem.

5

When was

makingrequent

rips o

oursubsidiaries

tlover he

world,

t wasnoteasyo

... . . . . .my eam's

rogress.

70

Ul{lT17

"

PERFORMANCEPPRAISAIECORD

Describingesponses

Use hewords nd

phrases

n

he box o complete

he sentences.

admittedhat aware hat encouraged expectedo

expressed desir e o

expressed

ifficutty feels noted

hat

prepared

o

proud

of



7

2

3

4

5

6

He s . . . . . . . isabi l i tyo addressmergenciesna calmmanner.

She

... . . . .ake nmore esponsibi l i ty.

I twas

... . . . .

he oesn'take ct ion

i thout i rect ion.

She

... . . . .

hewas asi ly

istracted

y

non-workssues.

He s . . . . . . . is ack forganisat ionometimes

esults

nunnecessaryelays.

He .. . . . . .

iv ing

eedbacko his ubordinatesecausee

... . . . .

hat hey re nresponsivend onot

respect

isauthority.

Wehave

reatly

ppreciated

he

act hatshe s........ ffer omelexibitityhen t comeso working

addit ionaI

ours.

Over

he

nexthreemonths,ewi[[ e

.. . . . . .

ealmore

osit ively

i th r i t ic ismnd espond ore

calmly ndeffectively

n

stressfuI

ituations.

Hehas een

... . . . .

o act ivelyeek

ersonal

evelopmentpportunit ies

uring

he

next

ix

months.

tr Scrambledords

Unscramblehewordsn talic rom he

performance

ppraisal

eport hich

escribemprovement.

1 Weneedo sfobo even ue.

section

)

2

Ourmarketingampaign

iII ennoce

he

mage f hecompany.

section

)

3

The

performance-related

onus i l l rsgtnneeh

taffmorale.

section

)

4

Shewit[undergo mentoring

rogramme

o

rieen

er

oft

skilts.

section

5)

5

Hehas

roseedrgp

n hisabitity

o

ead he eamwithauthority.

section

Z)

Design

questionnaire

hich

ould

ave

een sed

n Pilarl

performance

ppraisal.se format

ha t

would licit he nformationrovidedn herperformanceppraisalecord. hen ouhaveinished,

comparet

with

ones

esigned

yother

eople

n

your

lass.

Which o

you

hinkwould emost

effective?

hy?

With

partner,

ctout

Pilar's

erformance

ppraisalased n he nformationn he ecord n

page

9.

71

This

nit ooks t a

companyntranet

eport

n he

main esults

f a staff



satisfactionurvey.

of concern.

It highlights uccessfu[indings f the survey ndareas

Discusshese

uestions.

1 Why oorganisationsonducttaff atisfactionurveys?

2 Do ou hink ompanieshoutdonducthei r wn urveys?hy? Why ot?

3

What re headvantagesnddisadvantages

f

conductingn

anonymousurvey

in

which

he

dentity

ofthe

espondentss not evealed)?

4 How houtdhe esuttsfasurvev

e

used?

E


tr

Understandinghe

main

oints

Read he

reporton he opposite

age,

hen choose he bestoption

o complete ach

statement.

1 Theconductors f the survey ecei ved

more

less

positive

hannegativeeedback.

2 The

survey

highlightsways n which he organisation

as

dealt

with

will

deal with the areas

of concern.

3

Few Mosf staff eceive sefuI ndobjective

eedbackrom heirmanager.

4 Over

Under alfof the

respondents

aid hey

couldnot achieve satisfactory ork-life al ance.

5 Onty35

per

cent eel

hat

seniormanagementommunicate

do

not

communicafepenlywith hem.

Readhe

eport gain

nd

answerthese

uestions.

1 Inwhatarea o

perceptions

iffer ramaticallyetween

he

genders?

2 Howwitt heorganisat ionupport

ndividualshohave

heappropriateki t ts

or

senior

anagement?

3

lf

ust

over

alf f

he

espondentso notworkovertime,hat

willhappen?

4 What re hecomplaintselatingo hehotiday-leaveookingystem?

5

Why oes ne espondentind hesystem

or

paid

eave

nflexible?

6

How

wittthe

eavy orkload

e

handledn he uture?

7

What eason

s

given

or ntroducinglexibte orking?

8 In uture, hatwillseniormanagement

eexpectedo communicate

o stafP

72

UNIT

18

- '

STAFF ATISFACTION

URVEY

I succEssEs

2.2 Work-l i fe

bqlqnce



5urvey findings

Job

sot isfoct ions ot o high evel, nd moststoff eel

posit ive bout

working

or th is

orgonisotion.

757o

ore

proud

to

work here.

71%fee lvo lued

s

o member

f

the i r eom.

8l % believe hot heirmonoqerholds hemoccountoble

for theiroerformonce.

827"

receive

onstructive

eedbock rom

their monoger.

76% soy heycon communicote penlywith their

monoger.

Survey indings

58% connotochieve sol isfoctorv ork- l i fe

olonce

53% feeloverstretchednd connot

perform

heir

ob

effecf ively n less

heywork

overtime.

62% ore dissotisf i ed ith the holidoyJeove ooking

sysrem.

"lt

tokes

severol weeks

to

get approvol for holiday

leove. Furthermore,

borely enough cover is

provided

while l'm on holidov."

"l'm

olwoys willing

to put

in overtime, yet if I need to

moke

on

oppointment

with the doctor, I hove to request

poid

leove,

which

seems other

nflexible."

Our

gools

This s

our

first

oncern, nd we understondhot stoff

need o sfrike

boloncebetweenwork ond home

li fe.

Consequently,

e

will init iote more imely

on d

eff icient olidoyJ eove ookingsystem, hich should

moke t possibleo plon

odequote over.

When

the

worklood ncreoses uring busyperiods,

monogers il l be

encourogedo set

pr ior i t ies

ith

their

off

to

schedule osks"over n occeotobleoerioo

of t ime.And, where

proct icol,

lexib le

working

wil l

be introducedo

occommodote

he need

o dJol with

oerS0nol

ssues.

2.3

Communicqtion

chqnnels

Survey findings

Only35%believedhot eniormonogement

eep hem

informed

f decisionshot

will

directlv ffecthem.

"l'm

kept n the

dor,k boutdecisionshotwill hoveon

l

impoct

n

my

ob

"

.

,.-.

.,.-..

i

.

.

Our

gools

5ru;'.

lnuff

i:ilft: ,t;T:::T:ff'

monogement

will be expected o noiiFy

toffof motters

which will offect hem,preferobly

oce o foce. t will

o lso

provide

stoffwith o

monthly

undownof

progress

ond developments ifhin he

orionisofion.

Thiswil l

be o two-woyprocess: toffwi l l

hove he

chonce o

provide

npuiond contributeheirviews

during he decision-mok ing

rocess

l

the op,

ond,

following mplementotion,

hey moy

be osked o

orovide eedbock.

"l

oppreciote

the freedom to do my

job

without

interference.My monoger trustsme, ond I om held

occountoble

or mv actions."

"My

monoger s level-heoded nd con occept criticism.

My suggestions

bout.how

to,bring

obout

positive

cnongesore

grven otr

constoerolton.

2 AREASOF CONCERN

Although

posit ive

eedbock xceeds he negotive, e

hove dentif ied omekey oreos hot equire t lention.

Here,we

present

hese ssues, long with the woys n

which we

intend o tockle hem.

2.1 Promolionol

opportunilies

Survey

findings

Perceptionsf coreeropportunit iesory noticeobly

between

mole

ond femolemembers f stoff.Lessho n

o quorter of femole stoff,compored

wilh 67% of mole

stoff,

o id heywould seekpromotion o o senior

',:i"n"-",::o:'l'":

"As

o femolemiddle monager with seniormonogeriol

ospirotions,t will be difficult o oltoinmy gools,

becousepromotionolopportunitiesseem o be

o

:-' . : . ' " . ' " t*-

.

.-.

.

.:

-

Our

gools

There s

cleor ly

oom

or

improvementn

th isoreo.

Therefore.emole toffwill be mode owore of

promotionol

pportunit ies nd encouroged o pursue

them.We wil l o lsoensure hot ndividuol s ho

disploy

the r ightski l ls oveoccess o troining o help hemgoin

o foothold n

the

odder

o

seniormonoqement.

73

UNIT18 >' STAFF ATISFACTIONURVEY

Word

search

Findwords nd

phrases

n

he

eport

hich

mean

hesame s

hewordsn talic.

1 The urvey ightightedreas hereheresanopportunityo

makemprovements.

hesencludedhe

needo boosthenumber f

parking

paces nd o

ncrease

hecapacityfthecanteen.

section

.1 )



2 Doing businessdministrationegree ould elp ougain goodbasisor urther rogressn he

financialervicesndustry.

section

.1 )

3

Naturally,

alary nd

benefits

re

mportant hen ookingora

ob.

However,y

priorityis

aving

ood

career

rospects.

section

.2 )

4

During ur

peak

eason, any

taff

complainhat heyare equiredo do oomuchwithin

he ime

available.

section

.2)

5

lf

employeesre

encouraged

o achieve

armony etween ork

and

homeife,

ou

willhave more

productive

nd atisfied orkforce.

section

.2 )

6 When amabsentromwork,mycolleague ill

provide

upport y emporarily

erforming

yduties.

(section

.2)

7 Staff

were ot

oldabouthecompany's

inanciaI

ituation.

n act,

hey

weren'tnformed

ntiI heda y

the

actory

losed.

section

.3)

Sentence ompletion

Use hecorrectormoftheverbsn hebox o completehese entences.

accept accommodatebr ing bout

keep .. nformed f

put

n reveal

display

hotd

..accountable

or

seek set take

part

n

Wedidn't aveo .. . . . . .

hesurvey:t was pt ional.

I t s mpossibleor

a

manager

o

.. . . . . .

he raining

nd evelopmenteeds

fal l eam

members.e

or

she

eeds

o

... . . . .

r ior i t ies

n

ordero stay

withinhedepartment 'srainingudget.

Toavo idanyconfus ion, i t i sv i ta l to . . . . . . . . s ta f f . . . . . . . .anychangeswi th in the i rdepar tment .

I 'm xpectedo ... . . . . vert imeuring urpeak eason.

We

an... . . . . .

osi t ive

hangeshroughouthe

whole

rganisat ion

fwe

co-operate

i th

other

departmentsnd

pool

ourexpertise.

6 l f here ere noughpportunit iesi thinhecompany,hewould

.. . . . . .

romotion.

7

Staffeel armoremotivatedf

he

manager.. . . . . . .hem... . . . .heir

erformance.

8

l f

a

middle anager.. . . . . . .

heappropriateki l ls,

eor

she

may econsideredor

a

promotional

opportunity.

9 He an't. . . . . . . r i t ic ism.e svery efensivef anybodyuestionsheprocessesn hisdepartment.

10

One f he

main

ims f he u rvey

s

o

... . . . .

reashat

equiremprovement,

art icutarly

n elat ion

to

working onditions.

1

2

3

4

5

UNIT18

"

STAFF ATISFACTIONURVEY

Word amilies

Complete

he chart.

verb

noun

approve

I

2



in i t iat ion

pursue

3

interference

notify

5

6

appreciat ion

aspr

e

7

8

encouragement

request

9

l 0

attainment

Sentence

ompletion

Use ordsrom

xercise

ocompletehese

entences.

1 His . . . . . . .

orhotiday

eave i t l

be urne d own

ecause

e're xpecting

high

olume fworr .

2

| trynot

o

.. . . . . .

henmy taff re n hemiddte fa ask nlesshey tearlyeed uidanceradvice.

3 Myhead

fdepartment

rovided

ewith

otof . . . . . . .

hen oldher

hat was

eeking

romotion.

4

Despite

l l he

obstacles,e swi l l ing

o

... . . . .

posi t ion

nsenior anagement.

emust

e

verymotivated

5

As

a chi ld,was ery

uriousbout

ther ul tures.

o have lways

ad

he

... . . . .

o work

na

ob

whichnvolves

oreign

ravet.

5 We

re nneed

f

greater

ndmore

requent

taf fnput,

o

we

wil [

. . . . . . .

nannuaI

taff at isfact ion

surveynAprit.

7

lf

seniormanagement

ntends

o make

ignificanthanges

o departmentaI

rocedures,

t must

rovide

.. . . . . . .

o al lstaff ho

wi l lbeaffected.

8 Mymanager

hows er.. . . . . . .

y hankings

persona[[y

orour

efforts.

9

Hewit l

never

.. . . . . .

is

goal

f

enteringopmanagement

f hedoes

ot

put

n

heextra ours.

1 0

D o n o t b o o k y o u r h o l i d a y u n l e s s y o u h a v e a s k e d y o u r h e a d o f d e p a r t m e n t t o . . . . . . . . y o u r h o

Organisations

se variety f methods

nd ncentives

o encourage

heir

taff o

ake

part

n

staff

satisfactionurveys.

an

ou

hink f anyexamptes?

lmagine

hat

you

work n

hehumanesources

epartment

f a arge

ompany

hich as

experienced

extensive

rganisationaI

hanges

verthe

ast ear.

ou ave

een sked

o administer

staff

satisfaction

urveyo monitor

he

employees'eaction

o hese hanges.

rite

etter

o allemployees

announcinghesurvey nd nvitinghem o akepart.

75

Use

wordsand

phrases

romUnits

1-9

to

complete

hesesentences.

1 When com

any

ooksor

new m

loyees

nd

cond cts

nterviews,

his sknown s he

.

process.



2 One enefi t

fdoing nl ine

ests

s

hat

ou

an

eceivepeedy

... . . . . . feedback.

3

Once

ob

appticants

ave

ompletedheir ppl icat ion

orm,

hey

nterhe

... . . . . .

rocess.

4

When friend r associate

uts ou

n ouchwith

hecompany

hey

work orwith heaimof

possibty

recrui t ing

ou,

his

sknown sa

p... . . . . .

ntroduction.

5

J.. . . .

r . . . . . . . .

[ [ows

oung

ecrui tso

move epartments

egularlyo

get

a wide

ange fexperience.

6 Ah... . . . . . -p.. . . . . . .employee

sonewho

s

expected

o

rise o a

high eveIn

his

or

her ompany.

7

E. . . .. . . . . . . . . .ake

are f he

oc ie tynd

nv i ronment

hey

nhab i t .

8

The

erson

onducting

raining

rogramme

r

seminar

s

calted

.. . . . . . .

g

4.. . . . . . . t raining

s ecognised

y

an

off ic iatrganisat ion.

10

t

. . . . . . . . . . . . . . .t lows

mployees

o developkit ts

nd nowledge

t heir wn peed

nd hrough

variety

ofmedia.

11

Tra in ingdepar tmentsusuat tyc . . . . . . . .asurvey to f indouthowacoursewasperce ivedby thepar t i

72

To

m... . . . . .

he mpact

fski l lsraining,

ou

hould

onitorhe

part ic ipants'

erformance

f terhe

course.

1 3A c . . . . . . . . i s a p e r s o n w h o h a s s i m i l a r r e s p o n s i b i l i t i e s a n d p e r f o r m s t h e s a m e f u n c t i o n a s a n o t

14 When n ndus t ryacksey k i l l s ,h is sca l led . . . . . . . . t . . . . . . . . .

15

Apprentice

i . . . . . . . . '

eferso

he

numberf

new pprentices

hat company

shir ing.

16 n argeompanies ,

he . . . . . .

. c . . . . . . . .dec ides

n he a lar ies

nd

onusesf

ts

en ior

anagement .

17

Largeompanies

aveo e.. . . . . . .what

hey

ave

aid

heir

i rectors

n

he

ompany'snnual

eport.

18

A

workplace

... . . . . .

rovides

ay

are

orbabies

nd

oung

hi ldren.

19 lnsome ompanies,

ase

ay

ccounts

orunder 0

per

ent

fa midd[e

anager 's.. . . . . . .

P

.

20 You an heck

our

arnings

nd ax

deductionsn

your

ncomeax

5... . . . . .

Choose

he best

word or

phrase

o

complete

each

ofthese sentences.

1 Peopleishingo

oin

a companyan

se he

nterneto

make nonl ine

a) recruitment

)candidate

c)application

d) nterview

2 Companies

an se he

nterneto bui ld n

employer.. . . . . . .

o hat

potential

mployees

now

ho

hey

re

and

what

hey

o.

a)brand

b) network c)office

d) advertisement

3 A person ho ooksorpotentiaIew ompanyecrui tsscal led .. . . . . . cout.

a) recruitment

)workforce

c)company

d) atent

4

Youngecrui tsan

elp essortunate

ociet iesy

doing npaid ork,

nown s

.. . . . . .

a)

undraisingb)

votunteering )

reelancing

) reetoading

5

Course

art ic ipants

re

rovided

ith ccommodation

t he ra in ing

enue henhey ake

art

n

.. . . . . .

a)open ourses

b) n-house

rogrammes

)on-the-jobraining

d)

residential

ourses

76

UNITS

-9

"

CHECKEST

6

Learningyobserving

el low mployees

erforming

asks

s known

s

.. . . . . .

a) an n-house

rogramme

b) on-the- job

raining c) coaching

d) mentor ing

7

.. . . . . . . s

a

learning

rocess

hich nvolveseceivingdvice

nd

guidance

rom

a

more

xper ienced

erson

in he

company.

a) Coaching b)

Mentoring c) On-the-jobraining

d) Executiveducation

meet eeds f he

part ic ipants.



8 . . . . . . . . s designedo hespeci f ic

a) Accreditedraining

b) An opencourse

c) A customised

rogramme

d) An n-house

rogramme

9

Training hich ocuses n he

deveo

pment

f areas uch

snegot iat ionr

presentat ion

ki l ls

nd

teambui ld ing

s

often

eferredo as

. . . . . . .

ra ining.

a) hard-skilts

b) soft-skitts c) succession

anagement d)

n-company

10 . . . . . . . .

s

he

nternal evelopmentnd

eplacement

f

key

people.

a)

Succession

anagementb) Hard ki t ls c)

In-companyraining d)

Execut ive

oaching

11 . . . . . . . . hows hatsomeone

as earnt he necessary

ki [ [sor a speci f ic

ob.

a)

An apprent iceshipcheme

b)A

generat

ducat ion c)

Avocat ionat

ual i f icat ion

d) Avocat ion

72 . . . . . . . .

a ins

ki l ls ndexper ience

hrough

ract ical

raining

n a company

nstead

f

going

o universi ty.

a)

An apprentice b) A stakeholder

c) An education

rovider

d)

A craftsman

1 3 A . . . . . . . .

s a n o r g a n i s e d g r o u p o fo m p a n i e s w h i c h i s s e t u p t o p r o m o t e t h e i r c o m m o n i n t e r e s t s a n d d e v e l o p

business

pportuni t ies.

a)

vocationaI

raining

ystem b)

vocationaI

chooI

c) radeassociation

d) stakeholder

14 Some

eople

eel hat n targe ompanies

ver he ast

ew

years,

he

directors 'payasnot been tructured

to encouragehem o put he . . . . .object ivesf hecompanyirst .

a)

marketing b)

human esources

c) strategic

d)

production

1 5

P e o p l e b u y . . . . . . . . s o t h a t i f t h e y d i e , t h e i r f a m i t y w i l l r e c e i v e c o m p e n s a t i o n .

a) an

nsurance cheme b)

private

medical

nsurance c) ifeassurance d) a

package

ea l

16 l f emp loyeeshave

theyw i t t aveaccess toah ighs tandardo f

ea l thca re in theeven to fanacc iden t

or t lness.

a) ax

ncentives b)

private

medical

nsurance c) ifeassurance d) a

package

ea l

7 7 A . . . . . . . . i s a r a n g e o f g o o d s t h a t m u s t b eb o u g h t a s a w h o l e i n o r d e r t o r e c e i v e a d i s c o u nt .

a) ax

ncentive

b)

package

eat c) ax-free

erk

d)

paypackage

18 . . . . . . . .g iveheemployee

he r ight o buyor sel [ ompany

hares t a stated

r ice

within t ime imit .

a) Stockbonuses

b) Stock ptions c) Long-term

ncentives d ) Benefits

n kind

79 . . . . . . . .

s

designed

o encourageigh

performance

n

he

uture.

a) An

ncentive

b)

Base

pay

c)

Base

alary d)

A

tax-exempt

enefit

20 A remunerationystemwhere

pay

ncreases re inked

with

goodperformance

s called

a) benefitsn kind b) basepay c) performance-retateday d) a non-cash erk

77

Usewordsand

phrases

rom Units

10-18 o comptete

hesesentences.

1 Thenew i rec to r

as

Dromoted

o

h . . . . . . . . . . . . . . . .

he inance

iv i s ion .



2 D.. . . . . . .of heworkforceanbr ing wider ange f ski t ts ndworking ty leso strengthencompany's

ooerat ions.

3

A

m.. . . . . . .workforce

enef i ts

rom

heabit i ty

o speak

more

anguages

ndunderstand

ore

ul tures.

4

T.. . . . . . .

l lows

eople

o

work romhomeusing elephones

ndcomputers.

5

A

person

ho hascompteted

isor herstudies nd

eceived universi ty

ual i f icat ion

s cal led

9.. . . . . . . .

6

The emate

managersn ourcompany t tend . . . . . . . .

eminarso

learnmore bout enior

management.

7

Whena company

efuseso takeon any

newem

ployees

n

any

part

of the organsation, t

imposes

btan

et

h . . . . . , . .. . . . . .

8

An

u... . . . .m... . . . . .

mployee

ets

romoted

ery egularly.

9

Today,

Rdepartmentson' t

ust

pend

oney,hey ctual lydd

... . . . . .

o anorganisat ion.

1 0T h e w a y t h i n g s a r e d o n e i n t h e h u m a n r e s o u r c e s d e p a r t m e n t i s k n o w n a s H R p . . . . . . . . .

11 E-f. . . . . . . .akes

lace

hen ompaniesse oftware

o decide

hich mployeeshey eedo makeedundant.

12 Thisype fsoftwareinks p

a numberfcompany

atabasesnd ppl icat ionso

produce

combined

... . . . . .

B

H. . . . . . . . -c . . . . . . . .

e rsonne l

ave

reat

ompetencer

ab i t i t y .

74 A m... . . . . .eamscomposedf woormore

eople

rom i f ferent

epartments.

15 Beforeccept ing

ob

of fer ,

ou

hou ld

ead

he . . . . . . .

. . . . . . . .

. . . . . . . .

femployment ,h ich e ts u t a la ry ,

workingours nd nnual

eave.

1 6

W h e n h e g o e s o n b u s i n e s s t r i p s , h e k e e p s h i s r e s t a u r a n t r e c e i p t s s o t h a t h e c a n c t a i m t . . . . . . . .

1 7W h e n y o u a r e o f f e r e d a

o b , y o u n e e d t o a s k y o u r f o r m e r e m p t o y e r f o r a r . . . . . . . . .

18 A

person

n a ower

ank

r

position

n relationo someone

lse sa

t.

19 When ne

ersonerforms

he

duties fanabsentot league,

eorshe

rovides

.. . . . . . .

20 l f

you

are ick,

ou

hould

rovide

.. . . . . . .

t eastwohours

efore ork.

Choose he

best word or

phrase

o

completeeach ofthese

sentences.

1 The ead fdeoar tment

s esoons ib le. . . . . . . e r eam.

a)

or b) of c)

rom d) o

2 A

period

f ime nwhich

woman h o shaving baby

s

paid

ot o work scatted

aterni ty

a)

hotiday b)

pause

c) eave d) benefit

3 State-of-the-art. . . . . . . .quipmentsusednmanyarge ompaniesoenablemployeeso holdmeetings

from number f differentocations.

a) elecommuting

) eleconferencing

) elevisiond) eletransporting

4

The ate twhich mployees

oin

or ea ve norgan

sationsknown s heemployee

rate.

a)departure

b) satisfaction )

ecruitment ) urnover

5

Inorderto

ise

pan

organisat ion,nemployee

eeds

o

developbroad etofbusiness.. . . . . . . .

a)apptications

)cards c)

deas d)

competencies

78

UNITS0-18 " CHECXEST

6 Companies

ngagen .. . . . . .

lanning

hen

hey

ecide hich usinessct iv i t ies

hey re

oing

ocarry ut

over he

ollowing

ears.

a) sales b) strategic c) successiond) safe

7

The otal umberfemployeescompanymployss ts

.. . . . . .

a)

payroll

b)

poputation

c)

headcountd) ultemptoyment

8 A companyhichsbuying notherompany

oes

hroughhe

process

fdue

... . . . .

hent checks

his

company'sctivitiesnd inancesery arefullyeforeormally greeingo buy t.



a)

date b)delivery c)diligenced) detiberation

9

lf

a

ob

advertisementays

........

$ZO,OO0',

t

means

hat hestated alary

s

approximate.

a)exactly b)

per

annum c) nterim d) circa

10 f a

ob

advert isementays

$70,000

... . . . . . ' ,t s eferr ing

o heannualalary.

a)circa

b)

per

month c)

per

annum d)

nterim

11

She's

very.. . . . . .manager.n

other ords,he's

ract icaI

nd nvolved.

a)autonomous ) hands-onc)exceptional ) outstanding

72 lf

anemployee

s

caught mokingn heoffice,hismay esultn ....... rom

work

or

at eastwoweeks.

a)

nstant

ismissaIb)

probationaryeriod

c) misconduct )

suspension

13 New mpl oyeesften ndergo

... . . . .

ur ing hich

he

company

ssesseshetherhey re ight or

he

ob.

a) ime onstraintb)

probationaryeriod

c)

rial

period

d) rack ecord

14 Steatingff ice quipmentsa orm f . . . . . . .

a)entittementb) misconduct )suspension )

subsistence

15 When departments ailingo achieveatisfactoryesults,t canbedescribeds .......

a)dedicatedb)

negtected

)upcomingd)

under-performing

16 When

omeonesconvincingnd an nf luencethers,e

orshe

s .. . . . . .

a)articulateb)

persuasive

)

upcomingd)dedicated

77 A... . . . . .sa scheduledvaluation

fanemployee's

erformance

nd

progress.

a) reference b)

staffsatisfactionurvey c)

performance

ppraisal

d)

progress

eview

18 When

omeoneas oomucho do n

oo

it t le

ime, eorshe

s .. . . . . .

a)overstretched ) evel-headed)kept n hedark d)a contender

19 Staff re xpectedo

... . . . .

vert imehenheresa high olume fwork.

a)

put

off

b)

put

n

c)

put

out d)

put

up

20 l f

you

wouldike

o ake

hol iday,

ou

needo ask

our

managero

.. . . . . .

our

ol idayeave.

a)aspire b)

approve c)

equest d)

appreciate

79

Reading

E

f

fne Internet/Web

paragraph

)

2 Social etworkingites,

-recruitmentgencies

paragraph

)

3

Before

he

application

rocess

paragraph

)

4

lt savesimeand

money.

paragraphs-C)



5

Successful

andidatestaywith he

process

nd ontinueheir ppl icat ion.

paragraph

)

6 Younger

eople

xpect ompanieso

have

n

active ntine

resence.

paragraph

)

7

They

re

ryingto uild

n

employer

rand ndattract

op alent.

paragraph

)

8

No

paragraph

)

E

1 Facebook

paragraph

)

2 Monster

paragraph

)

3

The ompanyanweed

ut nappropriateandidates;

heemployeean ee

f

hey

ave

he

ight asic

skills, aveimeand

money.

paragraph

)

4 Second

ife

paragraph

)

5

Their vatarsan

nteract ith hecompany's

vatars.

paragraph

)

6 Chat

ooms, toggingites

paragraph

)

7

They iscuss

ssues hichnteresthe

younger

eneration.

paragraph

)

9 t t , l , +

2 3 , 4 , 5

Vocabulary

E

r strategy

b)

2

process

c)

3

group

a)

E

f f rec ru i tment

recru i t

3 recru i te r

toapp ly 5app l i ca t ion

2 1 attraction2 extension3withdrawalrom 4 follow-up 5 receipt

E

r r n z r 3 h 4 e 5 a 6 c 7 d

8 g

2 C a n d i d a t e :

, 4 , 6 , 7 , 8

C o m p a n y : 7 , 3 , 5 , 7

E

1

recruitmenttrategy

2 recruiters

3

complete

4

measure

5

nappropriateandidates attract

7

appl icants

t r

r n 2 a 3 b 4 b 5 b

Reading

E

1 1 Their wnemployees

paragraph

)

2 Rewardsparagraph)

3

Social

etworking

paragraph

)

4

MySpacend

Friends eunited

paragraph

)

5

lt can ut ecruitment

udgets nd

educe

he

earningurve f he

new mployee.

paragraphs

-E )

5 India

paragraph

)

7

lt

can

estricthe lowof

new deasntoanorganisation

nd

attract

nappropriateecommendations.

(paragraphs

-G )

8 Anonline

magazine

paragraph

)

E

f

f

(Also

n

he

ncreosere

progrommes

hich ncourage

ormer

mployees

o

eed

back

ecruitment

leods ndconsider

ejoininghecompany

n

the

uture.

lines

3-17))

2 T (...while n lndiaabouthalfcome hrough eferrals, nd hesavings recloser o 75percent.

(tines

3-35))

3

F

(4s

he

popularity

f

referral

rogrommes

hichoffera reward

os isen, o has hesizeof the

eward.

(tines

1-53))

4

F

...

where onuses an

ange

rom

2,000

or

theappointment

f a secretaryo

10,000

or

o

portner.

(tines

5-52))

5

F

...

eferredandidateshould e

assessedn hesome

osis ndby hesame

methods

sexternal

ap

li

cants.

tines

0-72))

6

T

(Another

afetymeasure

s

to

hide he

source,

where

ossible,

hrough

which eferrols aveentered

theselection

ipeline.

tines

3-26))

7 T(Toimit their inancial xposure,omeemployersoybonuses nlyaftera refened andidote as

completed

probationaryeriod.

tines

1-84))

80

ANSWER EY

Vocabutary

E

f f talent-spot

2 make

ob

applications feed

ack;eads

4

recommend

talent cout

5

network

7

spot; pproach

2 1 ncentive

2 reward

3

bonus

3

1

personal

ntroduction

appointment

select ion

ipet ine

4

probationeriod

EI

lrefer 2referral

3referred

4referra l

N

1 ncentive

2 referral

rogrammes

talent cout(s)

4

probationeriod

5 bonus/rewar d/incentivenetwork 7 talent pot

r a 2 a

3 a

4 a 5 a

5 b



E

EErel:

Reading

E

1 1 b , c

2 b , c , e , f , g , h

3 b , c

4 a , c , e , f

E

f to reduce

hestress f heirworking

ife

paragraph

)

2 lt helps

o attract nd etain

hebest alent.

paragraph

)

3

State-of-the-art

Tandmobile evices

paragraph

)

4

More oncern

paragraph

)

5 Gainnternationalxperienceparagraph)

5 They i l l eave

hecompany

o

get

t

by hemselves.

paragraph

)

7

They

ring ighty aluable

ew kills.

paragraph

)

Vocabulary

E

f

joU

otations

2 acceleratedeadership

rogrammes gtobat

xperience high-potential

5

career evelooment

E

r r b 2 d

3 a 4 c 5 f 5 e

2 Employer:

,

4

E m p l o y e e :

, 3 , 5 , 6

l t ethicat mployer2 policies 3 practices4 sustainabitity social 5 fundraising

7

volunteering non-profit

9

nternationalellowship

rogrammes

E

f higtr-potential;

areer

evetopment

ob

otations;

lobal

xperience working

ives

4

mobite

evices;lexible

5 ethical ;ocia] 6 volunteering

E

r a 2 b

3 b

4 a

,

Reading

Ef

1 F

(...

a

growing

number

f Australia-based

ompanies reengogingwell-established

usiness ducation

providers

o deliver

rogrammes

or

their

managers

ased n Asia

or

even

urther

oway.

lines

20-25))

2r

3

F

(...

more

employers reopting

or

those ed by

acilitators

with

significant eal-world

usiness

exp ience.

tines

5-48))

4 T

5 T

6 F

BHP

illiton

ecentlyaunched

three-yeareadershipevelopment

rogromme

or

900

new

g

ad ates.

tines

0-72))

7 I

EI

1

to deepen

senior

anagers']nowledge

fwho heyare

andwhereheir mptoyer

s

going

2 AxaAsia

Pacific oldings

3 MelbourneusinesschootMBS)

4

universities

n Santiago,hile,

nd n Cape own

5

tomakesure that thepar t i c ipantsarepreparedfor leadersh ipcha l lenges in theear typhas

careernd doot

he

cutture

f BHP

6 BHP i t l i ton

7

Australian

raduatechool

f Management

AGSM),

heUniversity

f Sydney chool

f Psychology

8 seven ommercial

artners

9

to

prepare

uture

eadersor heir olesmore

uickty

ndcomprehensively

10

Qantas

81

ANSTAIEREY

Vocabulary

E

l fac i t i ta tor

t ra in ing

3[eader4 leadersh ip par t i c ipant

8

partnership

col laborator 0co[[aborat ion

E

1 undergone deepen

heir

nowledge

engaging oversees

6

part ic ipat ion partner

5

optingor

6 conducting

g

E

T aunched 8 appty

1

residential ourse 2

taitored

rogrammes;

ustomised

rogrammes

3 executive oaching

4 on-the- jobraining

1 c 2 f 3 a 4 e 5 d 6 b

1 resident ia l

ourse 2 accredi tedraining

3

f lexible

earning

4

mentor ing

5 open ourses



6 on-the- job

raining

Reading

E

f tt revealsach

articipant's

eaction

o

he

raining

ethodology,

he

nstructors

nd

heoverattearning

environment.

2 l t

etts s i t t le

bout

ow

he rainingas

mproved

usiness

erformance.

3

Because

hey an emeasured.or xample,

alesraining ay ead

o

higher

ales.

4 Byobservingowquicklymanagershohave articipatedn a programmerepromotedomparedith

those

whohave ot.

5

lt

can cceleratehe

orocess.

6 l t

shoutd e

ntegrated

t hedesign

tage.

7 Other

actorsnclude

emandor

a

product

nd n

nspir ing

oss.

E r a 2 a

3 e 4 c 5 b

Vocabulary

E

1 b 2 c

3 b 4 c

El levatuation2assessment measurementest imate

E 2 s

3 d 4 a

5 b

6 c

7 f

El

1 measure

he

mpact

2 rack;

rogress

3

provide

n nsight

4

conduct

survey

5

get

eedback

f,l

1 enhance

2

a) esultn b) ead

o c)bring bout

3

pay

off

4 accelerate

E

1 accelerate resultn

tead o

/

bring bout

3

pays

ff

4

enhance

Reading

[ T

1 1 B / G 2 8

3 G 4 8 5 G

El

1

Tradi t ional

raf tsmanshipn wood

and eather ork,aswe[[ sengineer ing.

2

Their

xper iencef vocat ional

raining

n

he UK

3

Bri ta in

hould

ntroduce

German-styleocat ionaI

raining ystem.

4

Theyareeffectiven

training

eople

o become airdress ers

nd

plumbers,

ut

are

ess

uccessfuIn

producing

ngineersndother

echnicaI

rofessionals.

5

Because

t s ef fect iven

producing

any ki t led

ngineersnd echniciansor ndustry

ndbusiness.

6

They

ppreciatehevalue

fvocat ionalraining.

7 They dvert isehenumber f apprent iceshiplacesheyoffer sevidence f heir ommitmento the

community.

8

lt

provides

ncentivesor companies

o takeon more

rainees.

Vocabulary

El

f

skitts hortages2 boosted

3 craftsmanship brand

5

youngsters

trade ssociations

7

counterparts

stakeholder s drive hebusinessorward

f l

lapprenticeship

apprenticeship

apprentice education

5educational education

7

vocation

8 vocationa[

9

vocationa[10vocational

B

t

professionalvocation

educationa[

evel

3

apprenticeship

laces

4

vocationaI

ualification

5 apprenticeshipcheme6 apprenticentake 7 vocationaIchool

82

ANSWERKEY

E l

z c

3 h 4 a 5 g

6 e

7 f

s b

E

1

suitedo

2 commitmento

3

demandor

4

takes; n

, :

Reading

E l

1 1 a 2 a

3 b

4 b

5 b

6 a

7 b

8 b

E

I f

(As

a result,

heGreenbury

eportntroduced etailed eporting

n directors'paf

lines

-9))

2 T

(For

very

ound

f base olary director oy

et

L0-f20of voriableemuneration

tines

5-17))

3 F This ouldbe n the ormof annual ash onuses, hare ptionsor ong-termncentivelans ..

(tines

7-20))



4

T

(...

earnings

er

share

...]

canbe

manipulated

y

inancing

trategies

lines22-27))

5

I

(And

he ink o thecompany'strotegys not strongenough.

lines

56-58))

6

f

(...

ather

hanusingothercompanies'isclosureso keepa Iimiton heirowndirectors'

ay

ncreases,

some

emunerationommittees

ctually se hemosa'price isf'.

lines

7-72))

7

F

They

on't

believehot

emuneration

ommitteeseally ake hat very eriously

tines

1-93))

Vocabulary

El f f committee2executive3report

2 7 b 2 c

3 a

El

1

ncentive2 earnings

er

hare 3

dividend

ayout

4

strategic

bjectives

5 key

performance

ndicators5

generaI

ay

distribution

E

f

to

remunerate

to

disclose

3

manipulat ion nf luence

El

t dividend

ayout;

arnings

er

hare

2

remunerat ionommittee;emunerat ion

eport

3 strategicbjectives

4

generaIay

istribution

E

r c 2 d

3 a 4 f

5 e

5 b

Reading

E

ru

2 1

simpler

2 narrower

3

lower

4

greater

5 ess 6

company

ar s

El

f Lite

he

quiz-show

rizes,

hebenefitsffered

reunpredictable.

mptoyees

onotknowwhat indof deat

they

witt

get.

2 20o/o

3

They

an

buy'andsett 'benefi ts.

4

lt can

bea means f attracting,ecruitingnd etaininghebest taff.

5

They avemadelexible

enefit

chemes

asier

nd heapero establish.

5 Ftexibteenefit

chemesften ix heamount

iven.

hismeans

hat heemployeeas

o

pay

heextra

f

thecosts f

his

or hercar

go

up, orexample.

7

They annegotiate

ackage

eals, uch scheapnsurance.

Vocabulary

E

t t c z a

3 c 4 b 5 a 6 b

7 a

E

r n 2 e

3 a

4 g 5 c

6 d

7 f

l

1

ax ncentives2 Private

edicalnsurance

3

package

eals

4

Benefitsn

kind

5

workplace

ursery

5 ifeassurance childcareouchers

E l

t w i d e r 2 m u c h

3 a s 4 t h e b e s t

5 t h a n

6 m o r e t h a n

t h e m o s t

Reading

E

ra

2 7 They

sedo

give

management

nd

general

taff

enerous

umbersf new

hares.

2 lt

was een sa way

of attracting

ood

workersor ree.

3

The

echnologyector

83

AI{SYYEREY

4

Becauseheir

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result f his

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5

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owhave o

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company ccounts.

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6

Up o

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ompensation

7

The ash

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ncrease.

8 Stock

ptions

9

40%

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10 Becausehey anbe axed.

E r a z c 3 b



Vocabulary

E r g

2 c

3 h 4 b

5 d

6 f

7 e

8 a

E

t

shares

2 compensation

ackages;aypackages

3

high-tech

4

base

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merit-based

ay

6

non-cash

erks;

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ewards

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tax-free

erk

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1 shares; ompensation

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4 tax-free

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non-financial

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merit-based

ay

E

1

accounted

or

2

the

weight f

3

segment

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4

portion

5

remaining;ade pof;

n relationo

Reading

Er rb

2a

3a 4b 5a

5b 7a

E

1110 2lndia

340o/o

TorontoandVancouverBeforetheymovetoCanada

Acallcentre

76

Vocabulary

E

1 emblematic2

hason ts

payroll

3

diversity

4

globalness

5

ethnically iverse 6

mmigrant

7

migrants8

globaltalent

agnets

9

gtobaleconomy

0multilingual

E

r o f 2 u p

3 f o r 4 o n

5 o n

6 u p

7 u p

E

f

globateconomy

for; mmigrants

3

globaltalent

agnets 4 ethnically

iverse; ultilingual

5diversity

t r

r l 2 b 3 a 4 a 5 a

6 b

I[@

Reading

E

1 F

(For

ecades,

rofessional

eruices

irms

havebeenconcerned bout

he absence f women

n

Ieadershipoles.

lines

1-3))

2 F

(But

over he

past

decade,

onsulting

irms

have aken

irm

steps owards

ixing

that

problem.

lines

44))

3

F

(The

roportion

of

womenn thesenior

grades

s

growing.

The

hange

s sloq but t

is

n the

ight

direction.

tines

2-35))

4

T

Qosing

alued

nd

skilledmanagers

ot only

resultsn a wasteof

training imeand

esources,

ut

t

harms he ecruitmentrocessn the nextgeneratlon.lines40-44))

5

T

(The

raditional

roups

of the

population

hat companies

sed o look o

for

new ecruits

reshrinking

...(tines 6-48))

6 F

(Consulting

firms

say

herehasbeenno

resistance

rom

clients...

ines

79-80))

E r u 2 a 3 a 4 b 5 a 6 b 7 a 8 b

Vocabulary

E

1 eadership

oles 2

maternityeave 3 workforce iversity 4

graduate

ntake

5

shrinking 6

boost

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state-of-the-art

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tr

tr

ANSWEREY

1 1 d

2 a 3 b 4 c

2 7 c

2 a 3 d

4 b

1 a) wastesime

and

esources

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ecruitment

rocess

n he

next

eneration

2 a)

working

n

eams

b) managing

iversity

1

waste

f ime

nd

esources

state-of-the-art

elecommuting

leadership

eminars

5 networkingroups 6 mentoringaf6s 7 inancialupport 8 boosting

he alaries9

shrinking

10 eadership

oles

11workforce

iversity



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1 Foreign

paragraph

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2 There

adbeen

ocalabour

hortages.

paragraph

)

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Vietnameseorkers

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uch

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paragraph

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ramaticalty,

reating

salary

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paragraph

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lt

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By

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paragraph

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paragraph

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Around

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Paid-for

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ar,

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ome

paragraph

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El

1 emptoyment

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ateratty

obile 4

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at e

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iring

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tay off

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6 f

l

t D u e t o

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upwardly

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Asa

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E r a

2 b

3 a

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Reading

E

f f

Qt

s a term hat

reflectshe

company's

normous

eographical

nd

product

ange,

ut which

erhaps

olso uggests

he challenges

f

developing

single

corporate

trategy

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a string

of individual

o

perati

g

busi

esses.

tines

-8))

2 F

(..,

until

a

few

years

go,each

Jnilever

roup

ended

o

follow

ts own

ndividual

HR

practices

nd

p

io ities.

tines

0-1

))

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F

...

ew

years

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company

ormally

eveloped

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R

ramework,

hose

rimary

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scale.

tines

7-21))

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ocused

n

our

keyareos:.' (tines 1-22))

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T

(Mr

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this

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changing

oleof

HR n the company.

e

explains,'lt's

way

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he

mportancef

people

o the

success

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business.'

tines

8-32))

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uestion

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words

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HR\strategic

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35-39))

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an

Accounting

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People'

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tines

9-40))

B

F

...

which

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y

he IK

Department

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Trade nd

ndustry.

ines

40-42))

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T

(Some

ompanies

seof a

number

f key

employee tatistics

nternally

n their

egular trategic

planning

meetings

o estoblish

HR

policy

and

development.

lines

43-47))

10i

(...

he\e

s stilt

greot

degree

f

caution n

he

port

of companies

bout

oingpublic

oo

quickly

withdata hat

could e

misinterprefed.

lines 7-80))

85

ANSWERKEY

77I

(Financiol

totisticsave een uiltup over

many

ears

ndaresupported y arge umbers f

occountoncy

ractitioners.

chieving

his

n HRwill

ake

ome ime.

...]The

oint

s thatwearemoving

towards

managing

ur

people

sa resource

or

business ith hesame egree f

rigour

nddiscipline

thatweuse n anyother

art

of thebusiness.

tines

3-95))

E

t b , a , c

2 1 a , c 2 a , b , d , e

Vocabulary

[l l multilocal2 multinational corporatetrategy 4 HR

ractices

5 corporate R ramework

6 benefitsf scale

7

strategic

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9

business

ompetencies



1

j

l

i

;

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i

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succession

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G I

r g 2 h

3 f 4 c S b l a

6 d

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8 e

E

1 strategic

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key mployee

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usinessompetencies

E

r n 2 a

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Reading

E f f (... hebenefits f e-firing reknown o ewer usinesses.tines -4))

2 F

...

oftware ouldhardly o a worse

ob

than ome

managers.

tines

-9))

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T

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process

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6-22))

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T

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angs ver hebusiness.

tines

Z-19))

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|

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inking

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ypeof softwore on

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seniormanogerso analyse.

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4-39))

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andidates

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|

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t

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ound

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deals lassified

s'successful',early very ompony hich

ookovera business

identified eyemployeesor retention uringduediligence...]or within30daysof theannouncement.

(tines

2-89))

E

f tneycan educehenumberfstaff .

2 FinanciaInd rganisat ionaIbject ives

3

Redeployments,eductionsnd rdinaryerminations

4

A

one-monthetay

5

PayrotI

nd

human-resourcesatabases

6

Possible

egaI a ses r anunbatanced

orkforce

Vocabulary

E

t e-f i r ing2 shrinking spreadsheets

headcount ethnic inori t ies

6 op

performers

due i l igence

E

r c 2 b

3 d 4 a

E r c

2 a

3 f 4 e 5 d

6 b

E

1 merger2 acquisi t ion

to

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4

reduction oterminate retention

7to

downsize

H

1 merge; ownsizes2 retain

3

top

performers

redeploy;

erminate 5 e-firing;preadsheets

6 restructuring;eadcount;l ign

Reading

E

f ns

a

result

f

maternity

eave

2 lt s

undergoing

rganisationaIestructuring.

3

TheHRManager i l ldevise nd olloutorganisationaIhangetrategies.

4

A realisticuccession

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eeds

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bedevised.

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Ensure

hat

employeeenefits

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emuneration

olicies

emain ompetit ive.

6

Resolut ionf

employee-relat ions

ssues

nd

maintenancefal l

personneI

ecords.

7

No, ut deallytheandidateould ave

uch

background.

8

Restructuring

nd eptoyment

9

He/Sheeedso be

prof ic ient

nboth anguages.

86



AI{SWER EY

Reading

E r e

2 a

3 g

4 c

5 h

6 b

7 d

8 f

g 1 T

2 T

3

F

They

eltneglectednd

hat

nadequateimewas akeno address

mportant

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4 T

5 T

6 F 5heackedonfidenceith henew etailmanagementatabaseystemRMDS).)

7

F

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abroad.)

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She promotion.)



8 ould ecome contenderor

Vocabulary

I

lart icutate 2persuasive

optimum 4neglected adequate6upcoming

Tdedicated

8 under-performing

E r r

2 a

3 c 4 g 5 d

6 h

7 b 8 e

E

t

time onstraints contender3 master

4

subordinates keeprack f

[ 1 proud f 2 expresseddesireo 3 notedhat 4 admittedhat 5awarehat

6 expressedifficutty;eels

7

prepared

o 8 expectedo

9

encouraged

E

tboost 2enhance

3strengthen ref ine 5progressed

Reading

[ l

lmore 2wi ] ldea lw i th

Most 4Over 5communicate

El

1 Careerpportunities.

2

lt witt

provide

ccess

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raining

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ndividuals

rogress

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ote.

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They annot

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4 lt akes ong ime o getapprovalorholidayeave.

5

Becausee

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he

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xpects

im

or her o request

paid

eave henmaking n

appointment

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5 Managersillbeencouraged

o set

priorit ies

ith

heir taff o scheduleasks ver nacceptable

eriod

of ime.

7

To

give

taff ime o dealwith

ersonal

ssues

8

Senior anagement

illbeexpectedo

notifu

taff f

matters hichwill

affecthem ndalso

rovide

monthlyundown

f

developments

ithin he

organisation.

Vocabulary

E 1 room or mprovement

2

a

oothold

3

first

oncern

4

overstretched

5

strike balance

6 cover

7

kept n hedark

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ake

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accommodate;et

3

keep;nformedf

4

put

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5

bring

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6 seek

7

holds;

ccountableor 8 displays

9

accept

10 eveal

lapprovat 2ini t iate 3pursuit 4interfere5noti f icat ion appreciate aspirat ion

8

encourage request 10

attain

B

lrequest 2interfere

3encouragement

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ini t iate

7

notification

appreciation attain

10

approve

88

ANSWERKEY

El 1 recruitmen t

automated3 selection4

personal

5

Job

otation 6 high-potential

7

Ethicalmployers8 facil i tator

9

Accredited10Flexible

earning

11

conduct

12measure13

counterpart

14

skills hortage

15

ntake

16 emunerationommittee17disclose 18nursery 19 emuneration

ackage

20

statement

E l r c 2 a 3 d 4 b 5 d 6 b 7 b 8 c 9 b 1 0 a r l c t 2 a r 3 c 4 c 1 5 c 1 6 b

7 7 b 1 8 b 7 9 a

2 O c



t head

p

2 Diversity

3

multicultural Telecommuting

graduate

6 eadership

7

hiring an

8 upwardly

obile

9

value

10

practice

11 iring 12spreadsheet

13High-calibre 4multifunctional 5

erms ndconditions16

subsistence

17

eference18subordinate19cover 20notice

7 a 2 c 3 b 4 d 5 d 6 b 7 c 8 c 9 d 1 0 c 1 1 b 7 2 d 1 3 b 7 4 b 1 5 d

7 6 b 7 7 c 1 8 a

1 9 b 2 0 b

tr

tr

89



Human esourcess oneof a range

f

new

pecialistitles

designedor

useon

ts

own

or with

he

Market eader

eries.

ldealorstudents honeedo earnhe anguage

f

more

specia l isedreas f businessngl ish,hebook ocusesn

the eadingki l ls nd ocabularyevelopmentequiredor

humanesources.

I t

ncludes:

o

authenticeadingtexts

rom

he Financialimes@

andother ources

o a glossary f specialisedanguage

o

two

CheckTests'

designed

o

help

assess

rogress

Other

i t les

n his er iesnclude:

.

Account ingndFinance

.

Businessaw

o

Market ing

o

Logistics anagement

o

Working cross

ultures

Formore nformationn

he

Market eader

eries

o

o:

www.market-[eader.net

ISBN978-1

4082-2004-7

market_leader_business_english_human resources.pdf

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