Recruitment
1 E-recruitment
4
2
8
Socialnetworking
3 Thewar for talent:Generation
Y
72
Training
4
Executive
education
5
E v a l u a t i ntgr a i n i n gp r o g r a m m e s
6 Apprenticeships
76
20
24
Payand reward
7
pay
Executive
28
8
Benefits
9
B o n u s ea
s n di n c e n t i v e s
32
36
Diversity
10 Ethnic
diversity
1 1 G e n d eer q u a l i t y
40
44
1 2 H i r i n gl o c a l l yo r a b r o a d
48
Strategy
13 Buitding
a strong
HRbrand
14 E-firing
52
56
HRdocuments
1 5 J o ba d v e r t i s e m e n t
50
15 Letterof appointment
64
17 Performance
appraisalrecord
68
18 Staffsatisfactionsurvey
72
CheckTests
76
Answerkey
80
Glossary
90
Thisunitlooksat thewaysin whichemproyers
areusingtechnotogy
in the
recruitment
process.
Discuss
thesequestions.
1 Whenyouarethinkingaboutyourfuturecareer,
howcanyoufindoutaboutthedifferent
companies
andorganisations
youcouldworkfor?
2 Whatsortof process
do youhaveto gothroughin orderto geta job?Describe
thevariousstages.
tr
Understandingthe
mainpoints
Readthearticleontheopposite
pageandanswerthesequestions.
1 Whichmodern
technological
resource
arecompanies
nowusingto recruitthenextgeneration
of employees?
2 Besides
theirownwebsite,
whichtwoothertypesof sitearecompanies
usingto attractandrecruit
graduates?
3
4
5
6
At whichstagein therecruitment
process
is onlinetestinguseful?
Inwhichtwomainwaysis thisgenerally
usefulto bothemptoyers
andgraduates?
why is it important
forcompanies
give
quick
to
automated
feedback?
Whyis it notsufficient
forcompanies
simptyto usetheirownwebsite
to attractyoungrecruits?
7 Whatarecompanies
tryingto achieve
byengaging
withpotential
employees
outsideof thecompany's
ownwebsitedomain?
8 According
to thearticle,area[[employers
proficient
at usingwebresources
to attractandrecruit
yet?
employees
tr
Understandingdetails
Readthearticleagainandanswerthesequestions.
1 Whichwelt-known
Internet
siteis playing
a majorrolein ErnstandYoung's
recruitment
strategy?
2 Whatistheworld'slargest
onlinerecruitment
group?
3 Givea specific
example
of howonlinetestingis useful,firsttyto thecompany
andsecondly
to the
job applicant.
potentiaI
4 Whichvirtualworldaresomecompanies
usingin orderto meetpotential
recruits?
5 Howcanpotential
recruits
usethatresource
to meetandtatkto company
employees?
6 whichothertwo Internet
forumsdo employers
useto meetyoungpeople?
7 onceemployers
havemadecontact
withyoungpeople,
howdotheykeepthoseyoungpeople
interested
in them?
U N I T1 ' " E - R E C R U I T M E N T
servicesof companiessuchasMonster,
Onlinerecruitment: the
world's largestonline recruitment
group,they areusingonlinetechnology
Shoppingfor talent zo to speedup the applicationprocess.
Internet,outsidetheir own web doyounger-Beneration
mains.Tech-sav\T.
individuals now entering the job
market spend much of their lives
This allows candidatesto find out
online and expect recruiters to be
there,too.
detailsaboutthejob they areapplying
F
Forcompanies.
thismeans
engaging
for and completethe first stagesof
65 in the online social networkingthat
the application.
by Sarah Murray
plays such an important part in the
C Oneimpoftantpart of this processis
way youngrecruitsinteractwith their
onlinetesting.Takinga practiceteston
peers.As well as social networking
a corporatewebsitemeansan individual can measurethemselvesagainst
sites,virtual worlds such as Second
Life also provide opportunities to
the standards
of thecompanyin areas
whose
:o such as numeracy,for example.For
engageprospectivecandidates,
'avatars'(inventedonline characters)
companies,thesetestscan weed out
can interactwith thoseof the compainappropriatecandidatesbefore they
ny's employees.
haveevenstartedthe applicationproG Much of the real powerof the Interthey savetime
cess.And for graduates,
net in recruitment exists in these
:s and money.If they don't measureup,
can
they can withdraw from the process
externalsites.wherecompanies
without having to spend time on
build an employer brand and tap
into potentialrecruitsby engagingin
application forms or travelling to
issuesabout which theseindividuals
anothercity.
D It is importantfor companiesto folarepassionate.
This meanscompanies
needto establisha presencein everylow up with automatedfeedbackon
thing from chatroomsto blogs.
the tests,however.Candidateswho do
A Since2007, Ernst & Young'srecruitwell in practice tests and receive H But while someforward-thinking
ment strategyhas included a pageon
instant feedback telling them that 85 companies
aredoingthis,manyrecruitFacebook.On the site,job candidates
ershaveyetto tapinto theseaudiences.
canmeetstudentsgainingwork experi- +s they'veexceededthe standardrequire'Organisationsare a bit unsureat the
mentsfind that very encouraging,and
ence,participatein opinion polls and
join discussiongroups,whosetopics
moment of how to take advantageof
so tendto stick with the companyand
this,' says Emma Parry, Research
continuetheir application.
cover everythingfrom psychometric
Fellow at CranfieldSchoolof ManageE
However,the web offers more than
testingto working in China.
ment. 'But it's somethingthey'll have
B However, the accounting firm's
so automatedform filling, particularly
when it comesto identifying the best
to do in the future because,for this
l0 move into social networking is only
generationof recruits,that'sthe way
community.
talentamongthegraduate
can
oneexampleof thewaycompanies
Traditionally, companiesthought
they communicate.'
usethe web to attracttop talent.Some
abouthow to find the right candidate.
companieshaveextendedtheir useof
the Intemetin the recruitmentprocess ss Today,however,they think abouthow
the right candidatecan find them and are using web tools very effecby ' settingup shop'in otherpartsof the
tively. As well as making use of the
in a virtual world
FT
Searchingfor information
1
Lookat thesereasonswhy employersparticipatein socialnetworkingsites.Tick (/) the ones
mentionedin the article.
1 to attract
toptatent
2 to havefunplaying
on Second
Life
brand
3 to buildanemployer
4
to tap into potentialrecruits
5 t o l e a r nm o r ea b o u tw o r l di s s u e s
2 Lookat thesereasons
whyyoungpeopleinteract
withcompanies
onsocialnetworking
sites.
Tick(/) theonesmentioned
in thearticle.
1 to develop'avatars'
2 to improve
theircomputer
skitls
groups
3 to joindiscussion
4 to meetinterns
polls
in opinion
5 to participate
UNITI "
E-RECRUITMENT
tr
Word
search
Findthreewordsin paragraphs
A andB of the articlewhichfoltowthe wordrecruitment
andmatchthe
resultingphraseswith theirmeanings.
1 recruitment
whosejob it is to helpemployers
findnewemployees
t ....... a) a setof companies
newemployees
2 recruitment
p........ b) a planfor recruiting
3 recruitment
9........ c) a seriesof stepswhichresultsin thehiringof newemployees
tr
families
Word
1 Complete
the chartwith wordsfromthe article.
2 Complete
the chartwiththe corresponding
nouns.
verb
noun
to attract
1
to extend
2
to withdrawfrom
to followup
to receive
g
5
Wordpartnerships
1 Matchtheverbsandverbphrases(1-8)with the nounphrases(a-h)to formwordpartnerships
process.
relatingto the useof onlinetechnology
in the iob application
1 to use
2 to complete
3 to followupwith
4 to findout
5 to weedout
6 to take
7 to save
8 to measure
themselves
a) inappropriate
candidates
b) webtoolsveryeffectively
test
c) a practice
d) timeandmoney
e) detailsaboutthejob
f) thefirststagesoftheapplication
g) against
ofthecompany
thestandards
h) automated
feedback
Decidewhichactionsin Exercise
1 belongto the candidate
andwhichbelongthe company.
Oneofthemappliesto both.
U N I T1 "
E-RECRUITMENT
Sentencecompletion
A-Cto complete
Usephrases
fromExercises
thesesentences.
1 We havejust spenta monthworkingout our
3 0 g r a d u a t eas n dw i l l r e c r u i t h e ma l l o n l i n e .
for the comingyear.We planto take on
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 rl nk f a
o cr .t , w e w e r e v o t e d o n tehoef t o p - t e n . . . . . . . . l a s t y e a r .
3
S o m ec o m p a n i easr e u s i n go n l i n ew e b t o o l st o a l l o wp o t e n t i arle c r u i t st o . . . . . . . .t h e f i r s ts t a g e so f t h e i r
jobapptication.
4
P r a c t i ctee s t se n a b l ep o t e n t i aal p p l i c a n ttso . . . . . . . . t h e m s e l v easg a i n stth e s t a n d a r dos f t h e c o m p a n y .
5 O n l i n et e s t sa l l o we m p l o y e rt so w e e do u t. . . . . . . .. . . . . . . s. o t h a tt h e yd o n ' tw a s t et i m eo r m o n e yv i s i t i n g
the companyfor testsand interviews.
6
S o c i anl e t w o r k i n cga nb e a g r e a tw a yt o . . . . . . . .t o p t a l e n t .
7
l t i s a n i m p o r t a npt a r to f a c o m p a n y 'tsa s ko f b u i t d i n ga n e m p l o y ebr r a n dt o a p p e atl o p o t e n t i a l
young........
g expressions
Understandin
Choose
thebestexplanation
foreachwordorphrase
fromthearticle.
1 '...whosetopics covereverythingfrompsychometrictestingto ...' ([ines6-8)
a) mathematical
tests
b) testswhichmeasurepersonalityand attitudes
2 '...in areassuchas numerocy...'(lines29-30)
3
a ) s k i l tw i t h n u m b e r sa n d m a t h e m a t i c s
b) abitityto readnumbersaccurately
'... can weedout inappropriatecandidates...'(tines
37-32)
a) selectsuitablecandidates
b ) e l i m i n a t eu n s u i t a b l cea n d i d a t e s
'lf they don't measureup, ...'(tine
4
lS)
a ) a r e n ' tb i g e n o u g h
b ) a r e n ' tc o m p e t e net n o u g h
'Tech-sovvy,
younger-generation
individuals...'(lines59-60)
5
a ) w i t h s p e c i a l i st e
t c h n i c asIk i l l s
aboutand ableto use moderntechnology
b) knowtedgeable
youknowof areusingthemto interact
Visitthewebsites
mentioned
andseeif anycompanies
with
potential
recruits.
Describe
thewaysin whichtheyaredoingthis.
youknowof andfindoutif theyprovide
Visitthewebsites
of anycompanies
onlineservices
for
potential
practice
applicants.
Complete
a
testor twoandseehowyoumeasure
up.
Thisunitlooksat thewaycompanies
areusingtheirexisting
employees
to
find newones.
Discuss
thesequestions.
1 Describe
waysin whichcompanies
findnewbutexperienced
employees
in yourcountry.
2 Canyouthinkof anyotherwaystheycoulddo this?Explain
yourideas.
Understanding
the mainpoints
Read
thearticle
pageandanswer
ontheopposite
thesequestibns.
1 Whoareemployers
increasingly
usingto findotherexperienced
employees
fortheircompanies?
2 Whatis thebenefitfortheemployee
whorefersa potential
recruit?
3 Whichfeatureof modernlifehasencouraged
emptoyers
to followthisrecruitment
strategy?
4 Givetwoexamples
fromthearticleof onlinesocialnetworking
communities.
5 Whatarethebenefits
forthecompany?
5 Whereis thisrecruitment
strategy
morecommon,
Indiaor the UK?
7 Arethereanypotential
disadvantages
in recruiting
emptoyees
viapersonaI
referrals?
8 WhatInternet
provide
resource
do someemployers
for employees
whowantto referfriendsand
job candidates?
contacts
aspotential
Understandingdetails
Readthe articleagainandsaywhetherthesestatements
aretrue (T)or false(F).Correctthe falseones.
ldentifuthe partof thearticlethatgivesthisinformation.
1 Companies
onlyaskpeoplewhostitlworkforthemto lookfor newrecruits.
2 lndianemployers
save75 percentof theirrecruitment
coststhroughpersonaI
referrals.
3 Emptoyees
whobringnewrecruits
to a company
areusuatly
rewarded
witha job promotion.
4 Themostanemployee
personal
canmakefroma UKemployer
fora successful
referral
is f2,000.
5 Jobcandidates
whohavebeenreferred
go
bya frienddo notneedto throughthesametestingano
process
interview
asotherjob candidates.
6 lt is bestif a company
doesnotteltthepeopleresponsible
forselecting
successful
candidates
the
job candidate.
nameof thepersonwhohasreferred
a specific
7 lt canbea goodideafora company
to waituntila newrecruithassuccessfully
workedforthecompany
forsometimebeforepayinga bonusto thepersonwhorecommended
them.
8
U N I T2 ' "
S O C I AiLl I E T W O R K I N G
Social
networking
hits the
workplace
byAlicia Ctegg
peopleknow that havA Career-minded
ing a wide circle of friendscan be a
good thing in the job market.Now
employers are benefiting from the
s addressbooks of their employeesby
rewarding those who talent-spotfor
thecompany.
B
Almost half of UK employersoffer
staff an incentive to get friends and
values of the culture they are joining.
to makejob applications,
ro associates
'The
learning curve for becoming
accordingto the CharteredInstituteof
effective is much shorter,'says Richard
PersonnelandDevelopmentin theUK.
Jordan, Head of Employer Brand at
Also on the increaseareprogralnmes
Ernst & Young in London.
which encourageformer employees
One concem. however. is that referrs to feed back recruitmentleads and F
ral programmes restrict the flow of new
c o n s i d e r e j o i n i n gt h e c o m p a n yi n
ideas into organisations,becauseexistthe future.
ing staff are likely to recommend
C Growing enthusiasmfor social
n e t w o r k i n g h a s m a d e ' p e r s o n a l 50 people who think like they do.
G As the popularity of referral
zo introduction'popular.'The marketis
programmes which offer a reward has
very aware of the power of word of
risen. so has the size of the reward. A
mouth,'saysRichardSpragg,Commucase in point is professional services
nicationsManagerat EPC-global.
'It is drivenby businesses
firms, where bonuses can range from
wakingup
f2000 for the appointment of a secre2s to communitiessuchasMySpaceand
tary to f 10000 for a partner. However,
FriendsReunited.'
another concern is that extravagant
D Employersmeasurablybenefitfrom
bonusesmay tempt staffto recommend
referral programmes;they can cut
recruitment budgets. According d) names inappropriately.
H
Some feel that friendship can
30 to one group HR director,in the UK,
colour someone's view of a prospec20 per cent of recruits come through
tive mate's capabilities. When a
employeereferrals,which representa
respected employee recommends a
50-per-centcostsaving,while in India
friend, employers may be tempted to
abouthalf comethroughreferrals,and
assume that the candidate will make
:s the savingsarecloserto 75 per cent.
an equally good colleague.
E
Keepingcostsdown isn't the only
Referral programmes are useful, but
attractionof referralandex-employee
certain rules are necessary.Rule one is
hiring schemes.
Justas importantare
that referred candidates should be
the benefitsthat flow from appointing
assessedon the same basis and by the
$ someonewho is known to sharethe
samemethodsas externalapplicants.
Another safetymeasureis to hide the
source,wherepossible,throughwhich
zs referralshave enteredthe selection
pipeline.
Recommendationsarevaluableonly
J
if they provide candidateswith the
requiredskills. Recruitersmust also
so planfor how to dealwith appointments
that go wrong. To limit their financial
exposure,someemployerspaybonuses
only after a referred candidatehas
completeda probationaryperiod.
K
One employer invites staff, particularly those in areas of skills
shortages,
to enrol as 'talentscouts'.
They then receive an online magazite
that highlights recruitmentpriorities
m and offers tips on how to network.
They learn how to spot and approach
talentedpeoplein order to increasethe
talent pool. In some people'sview,
though, not paying the recruitment
ss bonus until after a probationary
period is a clear caseof management
avoidingresponsibi
Iity.
FT
U N I T 2 ' > S O C I AtIt E T W O R K I N G
tr
Word
search
or formeremployees
1 Findwordsandphrasesin the articlewhichdescribethingsemployees
cando to hetpfind newrecruitsfor a company.
1 t o t . . . . . . . - t . . . . . .(.p. a r a g r aAp)h
a........(paragraph
B)
2 to getfriends
to m........j........
andassociates
p )h
3 t o f . . . . . . .b. . . . . . . r. .e c r u i t m el .n. t. . . . .(.p a r a g r aB
H)
4 to r........afriend(paragraph
p )h
5 t o e n r oal sa t . . . . . . .t . . . . . . .(.p a r a g r aK
(paragraph
lQ
6 to n........
t eedo p l (ep a r a g r alp0h
7 t o s . . . . . . . . a na d. . . . . . . . t a l e n p
offerstaffin return
2 Findwordsin the articlewhichdescribewhatcompanies
for this hetp.
1 an i........(paragraph
B)
p h)
2 a r . . . . . . .(.p a r a g r aG
p h)
3 a b . . . . . . .( .p a r a g r aG
3 Findwordsor phrasesin the articlewhichfit thesemeanings.
youworkfor (paragraph
C)
1 the referralof a friendor associate
to the company
p . . . . . .i.... . . . . . .
is givena newjob (paragraph
G)
2 whata company
is saidto havemadewhena candidate
4........
(paragraph
l)
thenaccepted
or rejected
bywhichcandidates
areinterviewed,
3 theprocess
t h er . . . . . . P
. .. . . .
assesses
whether
is recruited,
duringwhichthecompany
4 theperiodaftera newemployee
(Someemployers
do
to workforthecompany
theyarerightforthejob andcancontinue
(paragraph
compteted.)
bonuses
untilthistimehasbeensuccessfutty
notpayreferral
J)
P . . . . . .P. . . . . . . . .
tr
Word
families
fromthe articlewhichincludedifferentformsof refer.
the chartwith wordpartnerships
Complete
verb
t o . . . . . . . .st o m e o n e
to a company
10
noun
employee
adjective
3
candidate
adiective
.oprogramme
UNIT2 "
SOCIALNETWORKING
Textcompletion
thisparagraph.
fromExercises
A andBto complete
Usewordsandphrases
C o m p a n i ecsa ns a v ea l o t o f m o n e yb y e n c o u r a g i negm p l o y e etso f i n d n e wr e c r u i t sf o r t h e m .T od o t h i s ,
. o m ec o m p a n i easr es o w e l lo r g a n i s e tdh a tt h e yh a v e
a f i n a n c i a. t. . . . . . . ' S
t h e yu s u a l t yo f f e rt h e e m p l o y e e
t sotfh e c o m p a n y m o s t u r g e n t l y
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 trheectryupi e
. . . . ' t o os o o n .T h e ys o m e t i m e s
n e e d sS
. o m ec o m p a n i easr ec a u t i o u sa b o u tr e w a r d i n tgh e
b e f o r ep a y i n gt h e e m p l o y eteh e i r . . . . . . . .l5f a. n
w a i tu n t i lt h e n e wr e c r u iht a sc o m p l e t ead. . . . . . .
e m p l o y eues e st h e i rf r e et i m et o . . . . . . . .a' n d. . . . . . . . - . . . . . .p. .o/ t e n t i ar le c r u i t st h, e yc a ne a r na l o t o f e x t r a
moneyon top of their salary.
Understanding expressions
fromthearticte.
foreachwordorphrase
thebestexptanation
Choose
people know that ...' (tine1)
7 'Career-minded
2
a ) p e o p t ew h o h a v es t r o n ga m b i t i o n sf o r t h e i rc a r e e r
b ) p e o p t ew h o d o n ' tl i k et h e i rc a r e e r
'... businesseswaking up to communitiessuch as ...' (lines24-25)
3
a) becomingmoreawareof
b ) s a y i n gh e l l ot o t h e i rn e i g h b o u risn t h e m o r n i n g
'The leorningcurvefor becomingeffective...' (tines 42-43)
4
a) amountof time it takesto acquirethe rightknowledge
b) amountof time it takesto recruit
'...
bonuses...'(lines58-59)
extravaganf
5
a) extremelylarge
b) additionat
'... can colour someone'sview of ...' (tines67-62)
6
7
a ) i n f t u e n cteh e i rj u d g e m e n t
b) makethem angry
'Io Iimit their
financiolexposure,some employers...' (lines81-82)
a) keeptheir financesa secret
b ) m i n i m i s et h e r i s ko f l o s i n gm o n e y
'.,.to increasethe talentpool.' ([ines92-93)
a ) e n c o u r a geem p l o y e etso i m p r o v et h e i rs w i m m i n gs k i t t s
b ) r a i s et h e n u m b e ro f h i g h t ys k i l l e de m p l o y e eisn t h e c o m p a n y
to companies
of using
anddisadvantages
1 Writea shortreportoutlining
theadvantages
anemployee
referral
scheme.
payments.
Writea listof
2 Theincentives
mentioned
in thearticlearemosttysimplefinancial
its employees
to bringin newrecruits.
couldincentivise
otherwaysin whicha company
77
of a future
Thisunitlooksat thewayin whichyoungrecruits'expectations
jobandemployer
arechanging.
thesequestions.
Discuss
thatyouwouldlookfor in a futureemployer?
1 Whatarethemainfeatures
factors
thatyouwouldlookfor in a job or career?
2 Whatarethemostimportant
tr
search
tnformation
eachsentence,
pageandtick(/) theitem(s)thatcomplete
Readthearticleon theopposite
to the article.
according
to as:
generation
recruits
areoftenreferred
ofcompany
1 Theyoungest
X. b) theMiltennials. c) GenY.
a) Generation
are:
theirpriorities
theirfuturecareer,
2 Whentheyconsider
workschedule.
e) flexibte
car.
a) largecompany
f) ethicatemployer.
b) highsatary.
g) gtobatexperience.
balance.
c) goodwork-life
opportunities.
year.
per
h) career
development
weeks'hotiday
d) eight
Y to helppeoplewhoareless
finda varietyof waysto atlowGeneration
3 Companies
in wayssuchas:
thanthemselves
fortunate
c) workingforforeigncharities.
lessons.
a) takingscuba-diving
roundtheworldfora year.
d) backpacking
b) raisingmoneyfor charity.
with
thanolderemployees
morecomfortable
Y employees
aregenerally
4 Generation
as:
such
technologies
workstylesandcommunication
modern
d)
a) Internet-basedcommunications.e-mailing.
applications.
e) videoconferencing
b) textmessaging.
f)
virtuat
teamwork.
c) webapplications.
tr
themainpoints
Understanding
Readthearticteagainandanswerthesequestions.
working?
in flexible
keento engage
1 Whyareyoungemployees
to workflexibty?
happyto allowtheiremployees
2 Whyareemployers
provide
sothattheycando this?
of modernsocietydo employers
3 Whichfeatures
generations
did?
thanprevious
andhumanity
fortheplanet
moreor lessconcern
Y expressing
4 lsGeneration
generations
of employees?
expectto do fasterthanprevious
5 Whatdoesthisgeneration
72
UNIT3 "
THEWARFORTALTNT:
GENERATION
Y
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' skills
and broaden their horizons by taking
them away from their main roles
and exposing them to other areas of
the business.
.i
G
Global experienceis also highly
valuedby Gen Y recruits.Vodafone,
ro for example, places high-potential
individuals in its other operating
companiesaroundthe world as part
of their careerdevelopment.While
there is a cost to this strategy,if
7s youngerrecruitsare not given these
opportunities,they may take them up
anyway.Takethe exampleof a young
employeewho wantedto develophis
by Sarah Murray
D Firstly, GenerationY are placing
careerby working in India and was
: o i n c r e a s i n g i m p o r t a n c e o n t h e m preparedto go on his own ifVodafone
A In recent years, many employcompany as an ethical employer.
would not facilitatethemove.
ers have struggled to meet the
No"vadays,
there'sa lot of talk about H However,while thedemandsrecruits
changingexpectationsof a generation
sustainability,whereas a decade
placeon their employersmay present
of young employees- Gen Y, or the
or two ago, it wouldn't have been
new challenges,GenerationY also
s Millennials,as they are oftenknown :s important. The responsibility of
ss bring with them highly valuablenew
- who famously expecta high salary
companiesto help solvesomeof the
skills,particularlywhenit comesto the
andplentyof worklife balance.
world's social and environmental
easewith which theyusetechnology.
B Researchhas shown that a hish
problemsis certainly rising up the
Clobaloperations
requirea growing
percentage
of employeesseeffexib-le
young graduate'sagenda;they want
amountof virtual teamworkusingwebro working as being extremelyimpor- qo to be assuredthat the companyhas m basedcommunicationschanneland
tant, and an even higher percentage
ethical practices and policies that
videoconferencingtechnology.'These
of employersbelieve that offering
matchtheir own philosophies.
are things that young peopletake for
employeesa flexible work schedule E
E m p l o y e r s a r e r e s p o n d i n gb y
granted,'saysMatthewWhitbourne,
is one of the best ways to attractand
offering a growing number of
SeniorInventorat IBM andEuropean
r: retain the besttalent.Many workers +s opportunitiesfor staff to embark on
e - sM a n a g e r o f t h e E x t r e m e B l u e
feel that the ability to work remotely
community work. These include
summerwork experiencescheme,
(from home) would reduce the
fundraising
o r v o l u n t e e r i n gc.a r e e r
which allows talentedstudentsto
stressof their working life. In the
breaksor participationin internationgain valuable experienceworking
most forward-thinkingof companies,
al fellowship programmesthrough
on technicalresearchprojects. 'As
l therefore,employeesare encouraged so which they can spendtime working
tmemployers,we haveto be morecreative
to redesigntheir workinglivesto make
f o r n o n - p r o f i t o r g a n i s a t i o n si n
aboutthis.'
them more flexible with the help of
developingcountries.
state-of-the-art
IT andmobiledevices. F
Another deciding factor for
C However,as well as all the usual
GenerationY is the desire to be
'. demands,
HR andrecruitmentdirectors ss exposedto a greaterrangeof experihavenoticedsomesignificantchanges
encesandresponsibilitiesat an earlier
in theway youngrecruitsareapproachstagein their career.As well as 'ticking theircareersthesedays.
ine the environmentaland social
FT
6 W h a tmi g h tt h e r i s k sb e t o a c omp an y i f e mp l o y e e sa r e n ' tg i v e nt h e i n t er n a t i on a le x p e r i e n cteh e yw a n t ?
7 W h yi s i t i m p o r t a nfto r e m p l o y e rtso b e a t t r a c t i v teo t h e y o u n g e g
r e n e r a t i oinn p a r t i c u l a r ?
13
THEWARFORTALENT:GENERATION
Y
tr
Word
search
in thearticlewhichmatchthesemeanings.
Findthe phrases
(paragraph
1 changing
departments
regularly
to geta broadrangeof experience
F)
j
r........
2 waysfor high-flyers
to do intensive
training
to become
seniormanagers
at a youngage(paragraph
F)
a . . . ' . . . . 1 " . .p. . . '.". "
G)
3 jobtrainingoutsideyourowncountry(paragraph
9........e........
(paragraph
to riseto a seniorlevelin a company
G)
4 expected
h........-p........
aboutthestepsin yourcareer
andgettingtherightmixof experience
5 thinkingcarefu[[y
andtraining
(paragraph
G)
c........e........
E
Wordpartnerships
fromthe articlewhichdescribe
1 Matchtheverbs(1-6)with the phrases(a-f) to makeexpressions
reasonsfor andbenefitsof flexibleworkingin companies.
1 to offer
2 to redesign
3 to usestate-of-the-art
4 to attractandretain
a) lTandmobiledevices
b) a flexibte
workschedule
c) thebesttalent
d) theirworkinglives
5 to work
6 to reduce
e) thestressof theirworkinglife
f) remotely
2 Decide
whichactionsin Exercise
1 areperformed
bytheemployer
andwhichonesbytheemptoyee.
E
Textcompletion
Usewordsandphrases
fromthearticleto complete
thisparagraph.
TheMittenniats
thinkit isveryimportant
to choose
to workforane........€........',
onewhichhasthekind
have.Manyof themfeelstrongly
andp........'they
believe
a company
shoutd
about
of ethicat
p.......?
job.
issues.
Theydon'tsimpty
wishto earnmoney
through
their Theyatsowantto useit to help
t........0
problems.
Companies
solvesomeof theworld's
economic
and5........t
areincreasingty
finding
a wayto
hetpthemdo thisbyoffering
opportunities
foryoungrecruits
knownasf........u,
forworthy
to raisemoney,
charities
orworking
forfreefora period,
Therearea variety
orv........i.
of n........p........8
organisations
t h e yc a nh e l pb yp a r t i c i p a t i n ig. . . . . . f. . . . . . . .p. . . . . . . . . ' .
UNIT3 "
THEWARFORTALENT:
GENERATION
Y
Sentencecompletion
fromExercises
A-Cto complete
thesesentences.
Usewordsandphrases
1
In orderto attractand retain
programme.
individuals,
the bestemployersoffera fast-track
2 T h i sm e a n st h a t y o u n gr e c r u i t sw i l l g e t a very broadrangeof work challenges
veryquickly,
. T h i sm a ye v e ni n v o l v eg o i n ga b r o a da n da c q u i r i n g
w h i c ht h e ya c h i e v et h r o u g ha s e r i e so f . .
3
O nt h e o t h e rh a n d ,s o m eG e nY r e c r u i t sa r ea l s oc l e a r l yl o o k i n gt o r e d u c et h e s t r e s so f t h e i r
4
O n ew a yt o a c h i e v e
t h i s i s t o t a k ea d v a n t a goef m o d e r nl T a n d. . .
which
may
involveworkingfrom homeseveraldaysa week.
schedule,
t o m a n a g ea . . . . . . . .w o r k
H o w e v e rG, e nY d o n ' to n t yt h i n ko f t h e m s e l v e sT.h e ya r ee q u a l l yc o n c e r n etdh a t t h e i re m p l o y e r
, c ha s h e l p i n gt o s o l v es o m eo f t h e w o r l d ' se c o n o m i c
s h o u l dr e f l e ct h e i r . . . . . . .p. h i l o s o p h i e s u
a n d. . . . . . .o. r o b l e m s .
I n r e s p o n s teo t h i s ,m a n ye m p l o y e ros f f e ro p p o r t u n i t i efso r h e t p i n go t h e r st h r o u g hu n p a i d
. . . . . . .p. r o g r a m m e s .
U nderstand in g expressions
Choosethe best exptanationfor eachphrasefromthe article.
7 '...rising up the younggraduate'sagendo...'(lines38-39)
2
a ) b e c o m i n gm o r ei m p o r t a ntto
b ) i n c r e a s i ntgh e a m o u n to f j o b i n t e r v i e wtsh e yg o t o
'As well
as"ticking the environmentaland socialbox",...' (lines 57-59)
3
a ) i m p r o v i n tgh e i rs o c i a l i f e
b ) m e e t i n gt h e i rd e s i r et o h e l pp e o p l ea n dt h e p l a n e t
'... and broaden
their horizonsby ...' (line 64)
4
a) provideopportunitiesfor travel
b) givethem widerexperience
'Thesearethings
that youngpeopletakefor granted,...'(lines97-93)
a) expectto be on offer
b) altowus to do
1 Whatdoyouthinkabouttheexpectations
whichGeneration
Y haveabouttheircompany
andtheir
career?
Dotheyreflectyourowncareer
aspirations
andexpectations?
Doyouhaveanyotherpriorities?
yourideas.
Explain
2 Visitthewebsiteof a fewcompaniesyou areinterested
in andwritea shortreportonwhether
they
provide
thekindof career
development,
votunteering
opportunities
andworkingstylesdescribed
in thearticle.
15
programmes
Thisunit exploresthe executive
educationand leadership
on
offerto emptoyees
in largeAustralianorganisations.
andmanagers
Discuss
thesequestions.
provide:
1 Whydoyouthinkcompanies
a) executive
training
to existing
employees?
programmes
b) teadership
development
to newgraduate
recruits?
programmes,
2 Somecompanies
develop
andruntheirowntraining
whitstothersengage
external
partners
to helpthem.Whataretheadvantages
anddisadvantages
ofeachapproach?
tr
mainpoints
Understandingthe
Readthearticteontheoppositepageandsaywhetherthesestatements
aretrue(T)or false(F).
Correctthe falseones.
1 Well-established
trainingproviders
areconducting
courses
in AsiaforAustralia-based
managers.
programmes
2 Customised
arethemostrapidlyexpanding
areain executive
education
in Australia.
programmes
numberof emptoyers
detivered
3 Anincreasing
arechoosing
byfacilitators
withan
extensive
trainingbackground.
courses
runby MGSMfor Qantas
arepartof a widertrainingprogramme.
4 Theresidential
prepare
less-experienced
employees
forfutureleadership
challenges.
5 Someprogrammes
programme
development
wasdesigned
forexisting
managers.
6 TheBHPleadership
in theAccelerated
Learning
Laboratory
focuson tasksandissuesspecific
to theirwork.
7 Participants
tr
Understandingdetails
Scanthe articleagainquicklyto find informationto completethesenotes.
16
PYograttuLt /Lel
ProgYathLnLel
e exeor,tttv
e
f ov,r-d ag L*evr,sLv
course
edwcatLow
three-gear Leadershr4
wt 7YogYa vwrwe
dteveLopr,t't'e
PYoqYanlwel
AooeLerated L-earwLwg
L-^aboYatort4
ProvLder:
Provtvder:
ProvLdersz
MeLbowrweBusi,wess
sohooL (r"tss)
Pavtwels2
.......:
Pa*weYsl
ALw,":
ALvw:
ALw+:
c,oyyL?awtdl
c,onL?awtAl
Covwlaw}l
........'
U i l l T 4 " " f X I { U T l V g[ ] U { A l l C N
Tailoredprogrammesbuild leadershipskills
6s retain and developlocal talent, some
c o m p a n i e sa r e t u r n i n gt o b u s i n e s s
educationto help prepareyounger
or less experiencedemployeesfor
futureleadershiproles.
I
BHP Billiton recentlylauncheda
three-yearleadershipdevelopment
programmefor 900 new graduates.
'BHP want to make surethat the oarticipantsarepreparedfor leaderihip
zs challengesin the early phaseof their
careerand adoptthe culture of BHP,'
saysMr Seyboltof the MBS, which is
running the programmein partnership
with universitiesin Santiago,Chile,
s0 andin CapeTown. 'So they will want
to staywith the corporationfor a much
longerpart of their career.'
The desireto preparefuture leaders
J
for their rolesmore quickly and comss prehensivelyalsoled to the launchlast
yearof theAccelerated
LeamingLaboratory,a collaborativeventurebetween
theAGSM, the Universityof Sydney
School of Psychology and seven
so commercialpartners.
K
About4OQantasemployees
aresoon
to starttheprogramme,which includes
simulations,role-play,team-building
and strategyexercises,as well as
os coachingandon-the-jobassessments.
'The programmeis very practical,as
the issuesthe participantsfacein their
work aresimulatedin thelab,'saysMs
ro has cost around HK$700,000,says G Qantashasnot yet formally assessed
Lonergan.'They areableto practisea
ShubhroMitra, RegionalOrganisa- ss the extent of the increasedcapability
pro- r00new skill in a very safeenvironment
tional DevelopmentDirector for Axa
resulting
fromitsseniorexecutive
gramme.But Ms Lonerganstresses
in HongKong.Alocal programmemay
and then comeback to the workDlace
havecostless,he says,but 'I don't
that the residentialcoursesrun by
andapplyit.'
rs think rve could have got the compeMGSM are only one part of a ninero month programmethat also includes
tenceand quality we are gettingfrom
theMBS.'
executive coaching and on-thejob training.
C While institutions in Asia now
o f l e r a w i d e r a n g eo f e x e c u t i v e H As employersincreasingly view
educationcourses,a growing number
executiveeducationas a kev tool to
of Australia-based companies are
engaging well-established business
education providers to deliver programmes for their managersbased
25 in Asia or even further away.
D Customised programmes (designed
for one company) are the fastestgrowing segmentof the executive
'The
education field in Australia.
most
important thing for us was to flnd a
partner who was really prepared to put
their content together in a way that
was most useful for us,' says Kate
Lonergan, who overseesmanagement
35 development at Qantas.
E
The Australian airline has partnerships with two business schools:
Macquarie Graduate School of Management (MGSM) runs its in-house
senior executive progralnme, while the
Australian Graduate School of Management (AGSM) in Sydney runs a
customisedprogramme for its emergby Leodora Moldofsky
ing leaders.
F
A In the past 10 months,four groupsof
When choosing prograrnmes, more
employers are opthg for those led by
seniormanagersfromAxa Asia Pacific
Holdingshaveundergone
an intensive
facilitators with signifi cant real-world
'The
real test for
executiveeducationcoursedesigned
business experience.
s to deepentheirknowledgeof who they
us in selecting a programme is
areandwheretheir employeris going.
who is conducting [it],'says Mr Mitra
'The
atAxa.
MBS facilitator was great
B
Eachfour-dayresidentialcourse,run
because he lvasn't a professor; he was
by MelboumeBusinessSchool(MBS)
a former chief executive.'
at a beachfrontHong Kong hotel,
FT
t7
UNIT4 "
EXECUTIVE
EDUCATION
tr
Wordfamilies
thechart.
Complete
verb
noun(person)
1
to facilitate
to train
trainer
facilitation
2
3
4
to participate
5
6
to partner(with)
7
8
to collaborate
9
10
to lead
tr
noun(activity)
Word
search
in thearticlewiththesamemeaning
asthewordsin italic.
Findwordsor phrases
(paragraph
programme.
A)
haveparticipoted
in theseniorexecutive
1 A limitednumberof employees
processes.
andunderstanding
ofmanagement
2 Theaimofthecourseisto enhance
theirowareness
(paragraph
A)
froma localbusiness
school.(paragraph
C)
3 Wearehiringa facilitator
(paragraph
development.
D)
trainingand
superuises
theoutsourcingof
4 KateLonergan
in practicaI
skitts.(paragraph
F)
arechoosing
courses
whichprovide
a solidgrounding
5 Manycompanies
(paragraph
An
facilitator
is
leading
the
course.
6
experienced
D
(paragraph
l)
[astSeptember.
7 Werolledout ournewtrainingprogramme
(paragraph
participants
l0
wittbeableto puf newskillsinfopractice.
8 Following
thecourse,
tr
words
Scrambled
Usethe definitionsto help you unscramblethe phrasesfrom the article.
1 a coursewith accommodation
at the trainingvenue(paragraphB)
D E E A T I R I NEL O
S CSUR
2 trainingdesignedto meetthe specificneedsofthe participants(heading/ paragraphD)
EDTRIALO
MGSMPRAREO
IUSCODTEM
MSG S M P R A R E O
3
how executives
identifutheir own strategiesfor achievingspecificgoals(by receiving
guidanceratherthan advice)(paragraph
G)
UTEEEIVCX
NCAHGIO
4
G)
learningby observingfellowemployeesperforminga task (paragraph
ON-ETH.BR
O IJG I N N T A
18
UNIT4 "
E
EXECUTIVE
EDUCATION
Vocabularydevelopment
Matchthesephrases(1-6) with their meanings(a-f).
1 o f f - t h e - j otbr a i n i n g
tr
a ) a l e a r n i n gp r o c e s tsh r o u g hw h i c ha n i n d i v i d u arIe c e i v e s
f r o ma m o r ee x p e r i e n c epde r s o n
e x p e r ta d v i c ea n d g u i d a n c e
2
o p e nc o u r s e s
b ) t r a i n i n gw h i c hi s r e c o g n i s ebdy a n o f f i c i aol r g a n i s a t i o n
3
mentoring
c ) t r a i n i n gw h i c hi s h e l do u t s i d et h e p l a c eo f w o r k ( d e v e t o p e d
a n dd e l i v e r e b
d y t h e c o m p a n yo r a n e x t e r n a l t r a i n i npgr o v i d e r )
4
i n - h o u s ep r o g r a m m e s
e h i c hi s d e l i v e r e tdh r o u g ha
d ) a n e d u c a t i o np r o g r a m mw
c o m b i n a t i oonf t r a i n i n ga p p r o a c h e s u
, c ha s e - l e a r n i n g ,
e - m e n t o r i n gw,o r k s h o p a
s n d o n - t h e - j otbr a i n i n gt o p r o v i d e
c o n v e n i e n caen d c h o i c et o e m p l o y e e s
learning
5 ftexibte
e ) t r a i n i n gw h i c hi s h e t da t t h e p l a c eo f w o r k ( d e v e l o p eadn d
d e t i v e r eb
d y t h e c o m p a n yo r a n e x t e r n atlr a i n i n gp r o v i d e r )
6
f ) c o u r s e sa n ds e m i n a r w
s h i c ha r ea v a i t a b lteo t h e p u b t i c
a c c r e d i t etdr a i n i n g
Sentence
completion
Usewordsand phrasesfrom Exercises
C and D to completethesesentences.
1 A.......
a l l o w sp e o p l ew i t h s i m i l a rt r a i n i n gn e e d st o l i v e ,l e a r na n d n e t w o r kt o g e t h e o
r utside
the officeenvironment.
2 V a r i o u sp r o f e s s i o nrse q u i r et h e i rm e m b e r st o u n d e r g o
. . . . . . .p r o g r a m m et so e n s u r et h a t
a s p e c i f i sc t a n d a r do f t r a i n i n gh a sb e e nr e a c h e d .
3 . . . . . . . .. . . . . . . i.s a c o n v e n i e w
n ta yf o r e m p l o y e ewsi t ha v a r i e t yo f [ e a r n i nnge e d so r t i m ec o n s t r a i n t s
t o d e v e l o pt h e i rs k i l t sa n d k n o w l e d g e .
yea
f irt ss ooeff x p e r i e n c ej tuon i o r t a l e n t i n a
4 ........isoftenaneffectivewaytopassontheben
p e r s o n aaI n dc o n f i d e n t i awl a v .
u s u a l l yh a v ea s p e c i f i cl e a r n i n g o a l ,b u t t h e ya r en o t t a i l o r e dt o o n e i n d i v i d u a l
or organrSailon.
. . . . . . .h
. e t p se m p l o y e et so g a i nd e e p e kr n o w l e d gbey o b s e r v i nogt h e r sp e r f o r m i n g
6 ........-.....
differentprocesses
and procedures.
1 W h i t em a n yc o m p a n i esse n dt h e i re m p l o y e eosn o p e nc o u r s e sc, u s t o m i s epdr o g r a m m easr eb e c o m i n g
popular.Makea list of the advantages
increasingly
and disadvantages
of eachtype of programme.
2
Describea course,trainingprogramme,
seminaror lecturethat you haveattendedor beeninvolvedin.
Whattype of coursewas it?Whatwerethe objectives?
WhateducationaI
or professionaI
backgrounddid
the participantshave?What backgrounddid the facilitatorshave?Did it involvean outsideagency?In
y o u ro p i n i o nh, o w s u c c e s s f uwla st h e c o u r s e ?
19
Thisunit examines
the chal[enges
involvedin assessing
the impactof
g
program
corporatetraini n
mes.
Discuss
thesequestions.
1 Howcanorganisations
programmes?
evaluate
thesuccess
of traininganddevelopment
'hard
(e.g.lTskitlsandsalestraining)
2 Whichdo youthinkis easierto evaluate:
skills'training
or
'softskills'training
(e.g.negotiation
andpresentation
skillstraining)?
Why?
tr
Understandingthe
mainpoints
pageandanswerthesequestions.
Readthearticleon theopposite
1 Whatdoesimmediate
feedback,
suchasanemployee
survey,
revealabouta trainingprogramme?
2 Inwhatwayis immediate
feedback
lessusefu[?
3 Whyaretheresultsof hard-skitts
trainingeasyto see?
programme
4 Howcantheimpactof a leadership
development
beevaluated?
5 Howmighttrainingbenefitanorganisation
duringa restructuring
or change
of strategy?
6 According
to Herv6Borensztejn,
at whatstageof developing
a trainingprogramme
shouldcourse
evaluation
beintegrated?
performance?
7 ln addition
to trainingprogrammes,
whatotherfactorscouldleadto a change
in business
Understanding
details
Read
thearticle
againandmatch
thesentence
halves.
programmes
1 Evaluating
training
a) is difficult
to measure
because
it is abstract.
2 Theimpactof soft-skills
training
b) implement
whattheyhavelearnt
learning
initiatives,
anemployee's
3 Toevaluate
immediately
afterthecourse.
c) canidentify
anemployee's
currentcareer
statusandhisor herootential.
d) isa challenging
taskforeducation
managers.
period
e) canbetracked
overa
of time.
careerprogress
university
4 A goodcorporate
participants
5 Tomonitortheeffectsof training,
shouldbeaskedto
20
UNIT5 "
EVALUATING
TRAINING
PROGRAMMES
Returnon investmenf More an artthan a science
In technical training, payback can
often be seen quickly and easily.
Health and safetytraining, for examzo ple, may result in fewer accidentsin the
workplace,andsalestrainingmay lead
to highersales.
'Soft skills'training, suchasleaderD
ship development,team-building
x negotiation skills, is much harder to
evaluatebecauseit is moreabstract.Its
impact,however,can be measuredby
observinghow quickly managerswho
havetakenpart in a leadershipdevelio opment programmeare promoted
comparedwith thosewho havenot. .
E
One areain which this is possible
is successionmanagementand highpotential development. 'A main
35 concernat senior level is ensuring a
flow of managerswho canfill thepositions that open up,' says Gordon
Shenton,who leads a project at the
EuropeanFoundationfor Manage40 ment Developmentaimed at raising
the standardsof corporateleaming.
F
He believesthat someform of system that tracks employees' career
progressover a period of time helps
+s evaluatewhetherlearning and devel'It's
opmentinitiativesarepaying off.
whether you've really known where
people are in their careersand what
theirpotentialis - andthe goodcorposo rate universitieshave made this link
very carefully,'hesays.
G In periodswherea companyis going
through restructuringor a changeof
strategy,it is also possibleto assess
ss how training is acceleratingthat proc e s s .' l f s o m e t h i n gi s g o i n g o n i n
the firm, we measureour ability to push
it through and what the learning
and development community has
C
by Sarah Murray
A 'If you think educationis expensive,
try ignorance,'said Derek Bok when
he was Presidentof Harvard University.While this may be ffue, it provides
s little comfort for those education
managerstrying to estimatethe effectivenessof their company'slearning
and developmentprogrammes.
B While 'happy sheets' - surveys
10 conductedafter a training programme
- provide an insight into eachparticipant's reaction to the training
methodology,the instructorsand the
overall learning environment,they
1 5 reveal little abouthow it hasenhanced
businessoerformance.
oo contributedto that,'saysJulieMorgan,
UK Head of Learning and DevelopmentatKPMG.
H The most obvious area to watch
when working out how training is
os benefitingthe organisationis the way it
ties in with a company'sbusiness
objectives.Herv6Borensztejn,
Headof
the CorporateBusinessAcademyat
EADS, the Europeanaerospace
com70 pany, believes companiesshould
focuson measuringthebusinessimpact
of any learning and developmentprogrammebefore it has even been put
together.'You needto integratemea?s surementinto the way you designthe
programme,'hesays.'So you might
havesomeactivitieswherepeoplehave
to implement what they've learnt
directly aftertakingthe training.'
I
The problemis, however,that while
improvedbusinessperformancemay
well take place as a result of training
andstaffdevelopment,it is impossible
to separatethe contribution that a
ss learning programmehas made from
otherfactorssuchasincreaseddemand
in the marketplacefor your products
andservicesor themotivationprovided
by a particularly inspiring boss.
m 'Beyondthe quality of training that you
get from immediatefeedbacksuchas
employee surveys, it is extremely
unclear what has brought about a
change,'saysMs Morgan. 'Because
ss it's a combinationof so manyfactors.'
FT
27
tflt uilrr5 " EvATUAilNGTRATNTNGPRoGRAMMES
ll ll
@
llll llll
tr
Understandingexpressions
Choose
the bestexplanation
for eachof thesewordsor phrasesfromthe article.
'...
paybackcanoftenbeseenquicklyandeasily.'(lines17-18)
7
a) therepayment
of a loan
b) thereturnon aninvestment
c) theactof paying
(tines32-33)
2 'Oneareain whichthis is possibleis succession
management...'
goals
personal
a) a process
staff
in
to assistsenior
achieving
their
b) thereptacement
of seniorstaff,eitherexternally
or internatly
c) theinternal
development
andreplacement
of keypeople
'...
g a flow of managers
ensurin
...'(lines35-36)
3
a) largenumberof
b) continuous
outputof
c) highstandard
of
'...the
wayit fresin with...'(lines65-66)
4
a) compares
b) promotes
c) linksto
Word families
Complete
the chart.
verb
noun
evaluate
assess
2
measure
estimation
tr
partnerships
Word
Matchtheverbs(1-7)with the nouns(a-g).
1 to provide
2 to raise
3 to track
4 to measure
5 to conduct
6 to make
7 to get
22
a) theimpact
b) a survey
c) a contribution
progress
d) (someone's)
e) an insight
f) feedback
g) standards
UNIT5 "
TRAINING
EVALUATING
PROGRAMMES
Sentencecompletion
Usephrases
fromExercise
Cto complete
thesesentences.
1
e ,s e r i e so f a c h i e v a b ltea r g e t s
. . . . .o f t r a i n i n go n s t a f fp e r f o r m a n c a
l f y o u i n t e n dt o
n e e d st o b e s e t a n d m o n i t o r e ds y s t e m a t i c a [o[ vy e ra p e r i o do f t i m e .
2
, u t m a n yo r g a n i s a t i o nf as i lt o . . . . . . . .t h e i r
s oalsb
M o s tt r a i n i n gi n i t i a t i v ehs a v ec l e a rs t r a t e g i b
c u s i n e sg
e m p l o y e e s ' . . . . . .i n
. . m e e t i n gt h o s eo b j e c t i v easf t e ra d e v e l o p m e nptr o g r a m m e .
r a st o
3 T h ep u r p o s eo f t h e s e m i n aw
4
W ew i t t. . . . . . . .
. . . . . . . .i n t oe s s e n t i anI e g o t i a t i osnk i I t s .
. . . .t o i d e n t i f yh o wt h e t e a m - b u i l d i nsge m i n aw
r a s p e r c e i v ebdy e m p l o y e e s .
. . . . . . .o n t h e q u a t i t yo f a t r a i n i n g
s n dt r a i n i n gd e p a r t m e n t
5 T h ei n t e r n atlr a i n e r sc, o a c h e a
p r o g r a m mw
e h e ne m p l o y e ecso m p l e t ea n o n l i n eq u e s t i o n n a i r e .
Wordsearch
programmes.
Thearticle
manydescriptions
oftraining
Findverbsinthearticle
that
contains
oftheimpact
havea similar
meaning
theinfinitive
form.
to theonesbelowandcomplete
1 to improve
p )h
t o e . . . . . . .( .p a r a g r aB
2 to cause
a ) t o r . . . . . . ;. .. . . . . . .( .p a r a g r aCp)h
to resuttin succ€ss
t o p . . . . . .o . . . . . . . . ( p a r a gFr a) p h
to speedup
p h)
t o a . . . . . . .(.p a r a g r aG
b ) t o 1 . . . . .t...... . . . .( p a r a g r aCp)h
c ) t o b . . . . . .a. . . . . . . (. p
)h
. a r a g r al p
Sentencecompletion
Eto complete
UseverbsfromExercise
thesesentences.
s n d e n s u r ei t w a s
1 W e p r o v i d e di n t e n s i v e
m a n a g e m e nt rta i n i n gt o . . . . . . . .t h e i n t e g r a t i opnr o c e s a
comotete
w i t h i nr z w e e k s .
2 Theweekly
seminar
witt.......
muchgreater
motivation
amongst
theparticipants.
invested
of money,
timeandeffortinthisprogramme.
I hopeit
3 We've
a considerable
amount
4 M a n ye m p l o y e easr er e q u i r e dt o a t t e n dw o r k p l a c es k i l l st r a i n i n gt o . . . . . . . .t h e i ra b i t i t yt o m a n a g e
resourcesand work with a varietyof technologies.
Describe
eitherat workor in yourfreetime.
a trainingsession
or course
thatyouhaveattended,
process
Howeffective
do youthinkit was?Why?Howwasit evaluated?
Couldtheevaluation
havebeenimproved?
Inwhatway?
programme,
Imagine
manager.
Writea briefoutlineof a soft-skills
training
thatyouarea training
including
areasthatwi[[becovered,
andhowit will
theobjectives
andexpected
outcomes,
beevaluated.
23
Thisunitcompares
German
andBritishapproaches
to apprenticeship
vocational
training.
schemes
and
Discuss
thesequestions.
1 Howmightyoungpeople
benefit
fromtakingpartin apprenticeship
schemes?
Howdoesthis
experience
compare
withgoingto university?
performance?
2 Whatimpact
do apprenticeship
schemes
haveonbusiness
tr
Understanding
themainpoints
page,thendecidewhetherthesestatements
Readthearticleon theopposite
relateto thesituation
(G)or both(B/G).
in Britain(B),Germany
1 Thereis an increasing
lackof keyskills.
2 Theeducational
levelof youngpeopleis quitepoor.
commitment
to apprenticeship
3 Thereis a long-term
schemes.
providers
providelittle
4 Employers,
tradeassociations,
education
andgovernment
organisations
supportforandinvestment
in apprenticeships.
putscompanies
5 Thegovernment
underpressure
to recruitmoretrainees.
tr
Understandingdetaits
Readthearticleagainandanswerthesequestions.
1 WhatskillsdoesBentley
require?
2 Whatwasthefocusof thesurveyof largeGerman
companies
operating
in theUK?
3 Whatdidmostemployers
takingpartin thesurveythinkthatBritainshoulddo?
in the UK?
4 Whatarethelimitations
of government
trainingschemes
internationalty?
5 Whyis theGerman
systemrecognised
5 Howdo youngGermans
feelaboutvocational
training?
7 Howdo German
companies
useapprenticeship
schemes
to enhance
theirimage?
8 Howdoesthefederalgovernment
encourage
companies
to recruitapprentices?
24
UNIT6'" APPRENTICESHIP
Call to raise vocationaltratnittglevels
plumbers' but were less successful
whenit cameto trainingengineersand
othertechnicalprofessionals.
F
The Germansystem,which involves
a closepartnershipbetweenpowerful
individual employtradeassociations,
ers, educationprovidersand regional
goverrlment.
is recognised
inlernationao ally as being effective in producing
many skilled engineersandtechnicians
for industryandbusiness.
G Germanindustrialists,however,like
their British counterparts,
complainof
es rising skills shortages.The German
system,like traditionalapprenticeships
in the UK, combineson-the-jobtraining provided by the employerwith the
provisionof technicalknowledgeand
zo generaleducationin vocationalschools
and colleges.The main differenceis
the scaleof investmentand support
given by the German stakeholders,
togetherwith the much greaterappreapprenticeshipschemesin the UK.
by Andrew Taylor and
zs
ciation
by Germanyoungstersof the
Indeed,
according
to
a
survey
of
large
HughWilliamson
valueof vocational
training.
Germancompaniesin the UK, Britain
would benefit from introducing a H German companiescome under
A Someof Britain's biggestcompanies
pressure
vocational
trainingsyseveryyearto provideapprenGerman-style
haveannouncedthat they will maintain
tem.cenl.red
ticeshipplaces,andmanyadveftisethe
on a long-termcommitrecruitmentof apprentices,andin some
ment to apprenticeships
sponsoredby
a0 numberthey offer as evidenceof their
casesincreaseit, becauseoffears that
the governmentand business.The
commitment to the community.In
s skillsshortages
couldworsen.
recentyearsdemandfor placeshas
studyquestionedcompaniessuchas
B
BentleyMotors,which hasrecently
exceededsupply,which hasresultedin
Commerzbank,BMW Bayer,Bosch,
cut production at its Crewe plant,
Siemens,Thyssen-Kruppand Haribo
the federal government inviting
boostednew apprenticeships
by 28 per
about their experienceof vocational ss employers'associationsto Berlin for
cent this year and plans to add another
trainingin the UK.
talks and providing incentivesfor
ro 11 per centnext year.ChristineGaskell,
companiesto takeon moretrainees.
PersonnelDirector at the luxury car D The employersreportedthat the eduproducer,said the companyrelied on
cational level of youngsterswas at I
Companiesregularly criticise the
'traditional craftsmanshioin wood and
form of apprenticeshipsas no longer
bestonly satisfactoryandthat most of
amount m suitedto modembusiness.In contrast,
themhad 'to do a considerable
lealherwork' as well ai engineering.
Chris Weston,Managing Director of
of in-housetrainingto getnew recruits
rs Suchskillswere'critical'tomaintaining
British GasServices,seesthe benefits
up to a satisfactorystandard'.The
thecompany'sbrand.Shesaid:'Despite
majority said it was 'essential'that
of contiluing to recruit apprentices.He
thecut in production,Bentleywill actuBritain shouldintroduce'something
said: 'While somethink that apprenally increaseits engineeringapprentice
similar' to Germany'svocationaltrain- os ticeshipsare a thing of the past ... we
intakenext year.It is essentialthat we
ing system.
have found the successof the apprezo retain thesekey skills and expertisein
E
BemdAtenstiidt,Chief Executiveof
ticeshipschemeis helpingto drive the
theUK.'
GermanIndustrytIK, saidgovemment
businessforward.'
C In spiteofthese recentinitiatives,it
training schemeswere 'OK if you want
is believedby manythatthereis a lack
to train peopleto be hairdressersand
of structure,interestand investmentin
FT
25
UN|T6 "
APPRENTICESHIPS
tr
Word
search
Findwordsor phrases
in thearticlewhichfit thesemeanings.
A)
1 lackof skills(paragraph
t . . . . . . t. .. . . . . . . .
(paragraph
2 increased
dramatically
B)
b........
B)
3 greatskiltin a tradeor craft(paragraph
c........
whichdistinguishes
a productfromothers(paragraph
B)
4 a nameor trademark
b........
D)
5 youngpeople(paragraph
v....
groupsof companies
interests
5 organised
whicharesetupto promote
theircommon
anddevelop
(paragraph
business
opportunities
F)
f . . . . . .a
. .. . . . . . . .
andperform
thesamefunction
aseachother(paragraph
G)
7 peoplewhohavesimilarresponsibilities
c........
in something,
suchasa business
8 peopleor groupsthathavean interest
or investment
or scheme
(paragraph
G)
t........
(paragraph
l)
towardsgrowthandexpansion
9 pusha business
A . . . . . . . . t bh .e. . . . .f.... . . . . . .
tr
Wordpartnerships
Complete
thesewordpartnerships
usingthe correctwordfromthe boxes.
apprenticeapprenticeship
educationeducational
general.......
vocation vocational
7
p r o f e s s i o .n. a
. .[. . . .
. . . . . . .t.r a i n i nsgy s t e m
. .c h o o l
9 . . . . . .s
1 0 . . . . . . .q. u a l i f i c a t i o n
8
26
UN|T6 "
APPRENTICESHIPS
Sentencecompletion
Bto complete
thesesentences.
fromExercise
Usewordpartnerships
1
, a d ea b a d c a r e e cr h o i c e .
g i s. . . . . . . .. . . . . . . .a n d ,a s a r e s u l t m
H e h a dd i f f i c u t t iyd e n t i f y i n h
2 Thisjob requiresan excellent
3
degree.
, suchas a post-graduate
r u m b e or f . . . . . . . .. .. . . . . .t o y o u n gp e o p l e .
C o m p a n i ense e dt o b e e n c o u r a g et od o f f e ra h i g h e n
g o r kw i t he d u c a t i o n .
4 Y o uc a ng a i na . . . . . . . .. . . . . . . ,. s u c ha s a c e r t i f i c a toer d i p l o m ab, y c o m b i n i nw
5 T h eg o v e r n m e nhta sj u s t a n n o u n c etdh a t i t w i t ti n v e s th e a v i l yi n a n . . .
t h o u s a n do
s f p e o p l et h e o p p o r t u n i t tyo r e c e i v ep r a c t i c at Ir a i n i n g .
tr
, w h i c hw i l l g i v e
5
W ea r ei n c r e a s i nogu r. . . . . . . .. . . . . . .t.o r e p l a c sek i t t sl o s tt h r o u g hr e t i r e m e n t .
7
M a n ys c h o o p
l u p i l sc h o o s et o a t t e n da . . . . . . . .. . . . . . . .i n s t e a do f g o i n gt o u n i v e r s i t y .
Prepositions
halves.
Matchthesentence
hasa strongcommitment
1 Thecompany
2 Therehasbeenheavyinvestment
3 Thereis a highdemand
4 Thereis a lack
5 Weplanto take
6 Wehavebenefited
trainingis sponsored
7 VocationaI
aresuited
8 Someemptoyees
schemes.
forapprenticeship
a) of support
training.
b) to on-the-lob
skillstraining.
c) in practical
its employees'skills
andexpertise.
d) to boosting
in a tradeassociation.
e) fromourinvolvement
government.
f) by theregionaI
g) on newtrainees
nextyear.
places.
h) for apprenticeship
completion
Sentence
Usewordsin botdfrom ExerciseD in the correctform to completethesesentences.
1
sectorand wish to movetowardsa managerialrole,
lf you are alreadyworkingin the manufacturing
y o ua r e
t h i sv o c a t i o n at rl a i n i n g .
2 T h ec o m p a n yd e m o n s t r a t eidt s . . . . . . . .. . . . . . . .t h e n e wa p p r e n t i c e s hsi pc h e m ew h e ni t p r o m i s e do v e r
8,oooplacesa year.
s k i l l e d[ a b o u r .
3
E v e nd u r i n ge c o n o m i rce c e s s i o nt h, e r ei s h i g h. . . . . . .
4
W h e nt r a i n e egs a i nt h e i rv o c a t i o n aq lu a l i f i c a t i o nt hs e, c o m p a n uy s u a l l y . . . . . .t .h.e m. . . . . . .a. s
p e r m a n e nf tu l l - t i m ee m p t o y e e s .
Find
in apprenticeship
schemes.
whichareinvolved
andfindcompanies
onthelnternet
Dosomeresearch
theypromise.
for,andwhatbenefits
theyaretooking
whatkindsof applicants
outwhatjobsareavailable,
luxuryfurniture.
company
whichproduces
of a medium-sized
lmagine
thatyouworkin theHRdepartment
withtherightskitts.
Prepare
andgivea
workers
recruiting
andretaining
it is havingdifficutty
At present,
of takingonapprentices.
theadvantages
outlining
fortheBoardof Directors
shortpresentation
27
payis decided
Thisunitlool<s
at thewayexecutive
andreported.
Discuss
thesequestions.
1 Inyourcountry,
howmuchmorethanthelowest-paid
employee
doesthehighest-paid
oneearn,
pubticdoyouthink?Doesthisvarybetween
andprivate-sector
companies?
2 Dodirectors
of listedcompanieshaveto declare
howmuchandon whatbasistheyhavebeenpaid?
Hastheamountpaidto executives
evercausedpublicoutrage
or a publicenquiry?
Understanding
the mainpoints
Readthe articleon the oppositepageand choosethe bestoptionto completeeachstatement.
1
P e o p l ef e l tt h a t t h e s e n i o rm a n a g e rw
s e r ee a r n i n gm u c hm o r ei n t h e r 9 8 o si n . . . . . . . ..
a) private-sector
companies b) state-ownedcompanies
2
S i n c et h e n ,. . . . . . . .b e e nr e p o r t e di n m u c hg r e a t e dr e t a i l .
a) executivepay has
b) executiveholidayshave
3 Understanding
theexactamount
executives
earnis now.........
a) mucheasier
b) stillverydifficult
payis generally
of anexecutive's
4 Themajority
a) fixed
b) variable
payisoftenlinkedto thecompany's
performance
director's
financial
5 A company
compared
to thatof
year
a) the previous
b) its competitors
remuneration
Experts
thinkthattheinformation
aboutdirectors'
in theannualreportis
enough
a) too complex
andconfusingb) notcomprehensive
published
payhasresulted
Theincreased
amountof information
aboutdirector's
in executives
b e i n gp a i d
a) less
b) more
Inthefuture,trade-union
representatives
wouldliketo see
a) lessreporting
of executive
remuneration
b) ctearer
reporting,
including
information
on salaries
at al[levelsof theorganisation
tr
Understandingdetaits
Readthe articleagainandsaywhetherthesestatements
aretrue (T)or false(F).ldentifuthe part
of the articlethat givesthis information.
1 Asa resultoftheGreenbury
Report,
largecompanies
startedto reportonthewaytheypaid
theirsenior
executives.
28
UNITT "
EXECUTIVEPAY
of variableremuneration.
This couldbe
Morley FundManagement,says,'One
in the form of annualcashbonuses,
ofthe badthingsresultingfrom all this
shareoptionsor long-termincentive
disclosureis that it hasactuallyhelped
zo plans,for example.
to increasepay significantly,because
C Traditionally,directors'bonuses
are os directorscan comparetheir pay with
basedon two main factors:earninss
thatof otherdirectors.'
per shareand/orthe company'sdiiiH To compoundthe problem, rather
dend payout comparedto that of
thanusingothercompanies'
disclosures
by Sarah Murray
zs similarcompanies.
Theproblemis that
to keepa limit on their own directors'
the first factor can be manipulatedby
ro pay increases,some remuneration
financing strategies,and the second
committeesactually use them as a
'price list'. It
factorcanbepositivelyinfluencedsimmakestheir life much
ply by similar companies doing
easier.They don't haveto have 'diffi:o poorly.In otherwords,what lookslike
cult conversations'with management.
goodperformancemay not necessarily I
Trade-unionrepresentativeigenerreflect particularlygood management
ally take great interestin remunerbehaviouril that company.
ation reports. Janet Williamson,
D The question is, what are the
Senior Policy Officer at the Trades
:s directors'targets?
How havetheybeen
Union Congress,explainsthat they
set?Do they stretchthe executives 80 want to seeif the companyis paying
enough?And exactly how are target
its employees,including its directors,
performanceand abovetargetperfor.
fairly. Although they expectexecumancerewarded?
tives to be paid more than their
E
This desire for information has
employees,shewould alsolike to see
i n c r e a s i n g l yp u s h e dr e m u n e r a t i o n ss a simplechart explaininggeneralpay
committeesto use valuable annual
distribution acrossa company as a
report space to explain complex
whole. 'We are interestedto see
executiveremunerationdetails,with
whether a remunerationcommittee
A During the 1980sUK privatisation +s the resultthat remuneration
reports
has taken into accountthe pav and
boom,therewasa feelingthatdirectors
are actually more difficult for the m conditions of other staff in tire-comof newly privatisedutilitiescompanies
non-specialist
readerto understand.
pany.' They don't believe that
werebeing paid much more thanthey F
Experts agree that remuneration
remunerationcommitteesreally take
s had been as managersof the old
reportsare generallytoo long and not
thatvery seriously.
- for doingexactly so clearenough.Theyclaim thatalthough J
state-runcompanies
If executive remuneration were
the samejob. As a result,the Greenit shouldbe easyto link bonusesto the es properlyreported,shareholders
would
bury Report introduced detailed
strategicobjectives,targetsand key
havea much clearerpictureof a comreporting on directors' pay. Today,
performanceindicatorsset out in the
pany's strategy,its future plans and
ro however,expertsagreethat it is still
company'sbusinessreview,the vast
how its executivesare encouragedto
extremelydifficult to work out exactly ss quantities of information do not
achievetheexpected
results.
how much any individualdirectoris
actuallygive the full picture.And the
really paid.
link to the company'sstrategyis not
B A big issuein executivepay is the
strongenough.
rs variableelement.For every pound of
G What is more, as Anita Skipper,
basesalary,a directormay get fl0-:fz}
oo Head of Corporate Governanceat
Executivepay:
quality versus
quantlty
FT
2 Thevariablepartof a director's
paycanbe up to 20 timestheirbasicsalary.
3 Thevariablepartof a director's
payis neverin the formof a cashbonus.
4 A c o m p a n yc a nc h a n g et h e w a y i t f i n a n c e ist s o p e r a t i o ntso p o s i t i v e liyn f l u e n c iet s a p p a r e n t
f i n a n c i apI e r f o r m a n c e .
5 It is not clearwhetherdirectors'
targetsaretinkedto the overallstrategyof the companycloselyenough.
6 Remuneration
committees
areaccusedof not beingstrictenoughon executive
pay.
7 Thecommittees
areveryinterested
in howthe companypaysits junioremptoyees.
29
UNITT "
EXECUTIVEPAY
tr
Wordpartnerships
Eof the article.
with wordsfromparagraph
1 Complete
thesewordpartnerships
1 r e m u n e r a t ci o. .n. . . .
1 (1-3)with theirdefinitions(a-c).
fromExercise
2 Matchthewordpartnerships
a) thepartof a company's
annualreportin whichthetermsandamountof payfortheexecutive
is disclosed
to theshareholders
directors
directors
shouldbe paid
b) a groupof non-executive
directors
whoagreeon howmuchtheexecutive
in theannualreport
andwhoexplain
thisto theshareholders
c) thepayearnedbyseniordirectors
of a company
tr
Word
search
Findwordsor phrases
in thearticlewhichfit thesemeanings.
good
someone
to takea particular
courseof actionor to aimto achieve
1 a rewardwhichencourages
results(paragraph
B)
;........
makes
divided
bythenumber
of sharehotders
of thecompany
2 theamount
of profita company
(paragraph
C)
e . . . . . .P. .. . . . . .t . . . . . . . .
(paragraph
profitthatis dividedup andgivento theshareholders
C)
3 theamountof a company's
J . . . . . .p. .. . .
in thefuture
whendetermining
whatit wantsto achieve
thinksaboutcarefully
4 whata company
(paragraph
F)
t . . . . . . o. .. . . . . . . .
of howwellthecompany
andratiosin thecompany's
annuatreportwhichgiveanindication
5 numbers
(paragraph
F)
to shareholders
andanalysts
hasdonein anyoneyearandwhichareof interest
k . . '.' .. .p . .... . . i.. . .'.' ' .
personin the
in payscalesfromthemosthighlypaidto thelowest-paid
6 therangeandvariation
(paragraph
company
l)
9 . . . . .. P
I
.. d'......'
Wordfamilies
Comptete
thechart.
noun
verb
remunerailon
1
disclosure
2
3
to manipulate
4
to influence
UNITT "
EXECUTIVEPAY
Sentencecompletion
thesesentences.
A-Cto complete
fromExercises
Usewordsandphrases
1
Executive
directorsof largecompaniescanearnvery largesumsof money.Partof their rewardmay
be fixedsalarv,but anotherpart is usuallyvariabte.Thisis oftencalculatedaccordingto a numberof
s ain
t o s h a r e h o t d e irss, c o m p a r e tdo t h a t o f t h e c o m p a n y 'm
f a c t o r ss, u c ha s h o w b i gt h e . . . . .
i s t h e c o m p a n y '.s. . . . . . .
c o m p e t i t o r sA.n o t h e fri g u r ew h i c hm a yb e c o m p a r e d
2
directorscannotsimplydecidetheir own leveIof pay.Thatis the job of the ..
Executive
directorswho then reportthe basisfor an executivedirector'spay in
Thisis madeup of non-executive
t h e. . . . . . . .. . . . . . . ,. w h i c hf o r m sp a r to f a c o m p a n y a' sn n u arIe p o r t .
3
g n d ,w h a t
S o m ee x p e r t si,n c l u d i n tgr a d e - u n i oonf f i c i a l sf ,e e It h a t t h e s ed i s c t o s u r easr eh i g h t yc o n f u s i n a
pay
is more,they don't reallymakeit clearwhetherdirectors' is structuredto reallyencouragethem to
p u tt h e
. . o f t h e c o m p a n yf i r s t .
e so u l dl i k et o s e em o r er e p o r t i n go n t h e
4 A d d e dt o t h i s ,t r a d e - u n i orne p r e s e n t a t i vw
s n t h e r e s to f t h e w o r k f o r c e .
, i t h m o r ee m p h a s i o
. . . . .. . .o f t h e c o m p a n ya s a w h o t e w
Vocabulary
development
remuneration
andpayincompanies.
whichrelate
to executive
expressions
to make
Match
thesephrases
1 to workout
pershare
earnings
2 to maniputate
3 to takeintoaccount
4 to reportexecutive
5 to linkbonuses
executives
6 to incentivise
a ) t h e p a ya n d c o n d i t i o nos f o t h e rs t a f f
b) to achieveresults
r a sb e e np a i d
c ) w h a ta d i r e c t o h
d) by financingstrategies
e) to strategicobjectives
properly
f) remuneration
s a di m p o s e dl i m i t so n b o n u s e si n t h e b a n k i n gs e c t o rd u e
I n l a t ez o o 9 ,w h e na n u m b e ro f c o u n t r i e h
g
l
o
b
a
t
c
r
i
s
i
s
U
, K i n v e s t m e nbta n k sw e r ec r i t i c i s efdo r t h e i rp r o p o s atIo
b a n k i n ga n d e c o n o m i
to the
employees.Publictysupportedby the the French
banking
pay high bonusesto strategicinvestment
government
objected,particularlyin the caseof faileo
UK
the
FinanceMinister,ChristineLagarde,
great
at
expense,and threatenedto imposea
UK
taxpayer
bankswhichhad beenrescuedby the
t
h
e
y
n
e
e
d e dt o p a ys u c hh i g hb o n u s e si n o r d e rt o
B
a
n
k
s
i
n
s
i
s
t
e
d
t
h
a
t
s p e c i atla x o n t h e s eb o n u s e s .
were
suggestions
that the basicsatarystructure
good
There
remain
competitive.
employeesand
retain
search
to find out moreaboutthis
instead.
Do
an
online
be
raised
of theseemployeeswouldsimply
story.Write a short report.
to knowaboutthe generalpay distributionin a
Do you agreethat it is importantfor shareholders
y o u ri d e a s .
c o m p a n yE
? xplain
31
Thisunit examines
flexibtebenefitschemes
whicharedesignedto allow
employees
to choosetheirownrangeof benefits.
Discuss
thesequestions.
1 Whatkindsof employee
benefits
do youknowoP Whicharemostpopular
thesedays?
2 lf youcouldchoose
anyselection
of benefits
to suityourlifestyle,
whatwouldyouchoose?
gain
3 Whatadvantages
cananemployer fromusinga flexiblebenefitscheme?
tr
Understanding
themainpoints
Readthe articleontheoppositepage,thendecidewhichstatement
bestexplainsthetitle of thearticle.
a) Ftexibte
benefitschemes
aregettingmoreandmoredifficultfor companies
to manage.
fromtherangeof benefits
b) lt is gettingmoreandmoredifficultforemployees
to choose
onoffer.
Readthearticleagain,thenchoose
thebestoptionto complete
eachstatement.
Traditiona[
benefitschemes
1 Benefitsschemes
weresimplerI morecomplex.
2 Thereusedto be a narrowerI broaderrangeof benefits.
lossfortheemployee.
3 Therewasa lowerI higherriskof financial
Currentbenefitschemes
provide
employees
withlessI greatercontrol
overthecombination
of
4 Ftexible
benefitschemes
cashandbenefits-in-kind
thattheyreceive.
lessf morethantraditional
schemes.
5 Theycosttheemployer
5 Benefits
suchascompony
corsI childcare
vouchers
arebecoming
lesscommon.
Understanding
details
Readthearticleagainandanswerthesequestions.
quizshow?
1 Howareflexibte
benefitschemes
similarto thewayprizesareawarded
on a television
2 Whatpercentage
of anemployee's
canflexiblebenefits
represent?
totalremuneration
do witha flexfund?
3 Whatcanemptoyees
for employers
in competitive
industries
to offera widerangeof benefits?
4 Whyis it important
helpedsmal]er
ftexibte
advances
companies
to introduce
benefits?
5 Howhavetechnological
6 Howdoesthedesignof manyflexiblebenefits
schemes
leadto a greater
riskfortheemployee?
powerof theiremployees?
7 Whatcanemployers
doto increase
thepurchasing
32
Ul{lTB '" BEHIfITS
Benefits:Increasingcomplexity
system
of choose-it-yourself
by GillPlimmer
2n as 20 per cent of total remuneration.
Throughtheseschemes,staff select
C
A A populartelevisionquiz show gives
contestantsa choice:'Takethe money
or openthe box'. If they choosethe
money,they know exactly what they
s will receive.If they openthe box, the
resultis unpredictable,but they might
win a valuablecollectionof cash,cars
and fridges. This is the kind of decision employeesare forced to make
ro today. Should they reject the car in
favour of private medical insurance
or a larger salary?
Although companiesused to offer
B
straightforwardperks, such as companycarsor extraholidays,a growing
number are introducing flexible
schemesthat enable staff to decide
their own mix of cashand benefitsin
kind. Thesecan accountfor as much
benefitsthat most suit their lifestyle.
Someemployeeswant help with childcare;othersjust wantcash.Employees
can negotiate everything from life
assuranceto pensionsto an extra few
weeks off, picking from a menu of
optionsthat canbe 'bought'or 'sold'
using a flex fund (flexible fund) that
a percentage
of their salary.
30 represents
D For employersin competitiveindustries,this canbe a meansof attracting,
recruiting and retaining the best staff.
'Consumerismis strongerthanit used
to be, and there'ssomeevidencethat
peopleexpectchoice,'saysPeterReilly
of the Instituteof EmploymentStudies.
While flexible benefit schemesare
E
on the increase,they tend to be more
popularwith largeprivate-sectorflrms,
typicaily with morethan 1,000employees. However, there are signs that
smallercompaniesareadoptingflexible
benefits, as improvements to
technology make them easier and
cheaperto establish.
Despite their attraction, there are
some drawbacks, particularly for
employees.Charles Cotton of the
CharteredInstitute of Personneland
Developmentpoints out that the rise in
flexibility has been accompaniedby
a reduction in the sums paid by
employers.'Flexiblebenefitsschemes
often fix the amount given to the
employee.So,ifthe costsofyour car
or private medical schemego up, the
employeehasto paytheexffa,'hesays.
'There's a much larger risk than
60 there used to be. and most of it is
carriedby employees.'
G In general,however,organisations
are inffoducing a wider rangeof benefits, whetheror not they have a flexible
schemein place. While some items,
such as company cars and medical
benef,ts,aregoing out offashion, others are taking their place, such as
workplacenurseries.
H The mostpopularonesarethosethat
come with tax and administrative
incentives.Loansfor cyclesand computershave becomewidespread,as
havechildcarevouchers.Another trend
is for employersto negotiatepackage
dealson behalf of employees,suchas
cheapinsurance.'It's a way of expanding thepurchasingpower of employees
at minimal cost to the organisation,'
80 saysMr Cotton.
I
There is no doubt the perks on offer
arechanging.But employeeswill have
to f,ght to get the best deal from the
moneyor thebox.
FT
33
UIiIITS >> BENEFITS
expressions
Understanding
for eachwordor phrasefromthe article.
Choose
the bestexplanation
'...
givescontestants
1
a choice...'(lines1-2)
a) members
of a team
b) winnersof a competition
c) peopletakingpartin a competition
2 '...to offerstraightforwardperks...'(lines73-74)
a) easyanduncomplicated
b) fixedandinflexible
c) reliable
andpredictable
'Consumerism
3
is strongerthanit usedto be...'(lines34-35)
priceandsafety
a) theprotection
of consumers'
rightswithregardto quality,
b) thestateof continuously
wantingto buygoodsandservices
c) bothoftheabovedefinitions
47-48)
4 '...therearesomedrawbacks,...'([ines
a) limits
b) disadvantages
c) obstacles
in thesumspaid...'(line53)
5 '...a reduction
a) amounts
of money
b) benefits
c) calculations
6 '...havebecomewidespread,...'(tine
73)
a) varied
b) common
c) broad
powerof employees
...'(lines77-78)
7 '...expanding
thepurchasing
a) valueof a person's
incomebasedonthequantityandqualityof goodsandservices
it canbuy
peopleto buysomething
b) abilityto persuade
c) abilityto spendmoneywisely,
withoutwastingit
tr
partnerships
Word
Matchthesewordsto makepartnerships
fromthe articte.
1 workplace
2 childcare
3 life
4 benefits
5 privatemedical
6 package
7 tax
t4
a) assurance
b) nursery
c) insurance
d) deals
e) vouchers
f) incentives
g) in kind
U N I T S"
BENEFITS
Sentencecompletion
fromExercise
Bto complete
thesesentences.
Usethewordpartnerships
. t o e n c o u r a gpee o p t et o c y c l et o w o r k .T h ee m p l o y e r
1 S o m eg o v e r n m e nstc h e m e o
s ffer....
purchases
the bike,and the paymentsare deductedfromthe employee's
salary.As it is freeof tax,the
b i k ei s v e r yc h e a p .
. . . . .p r o v i d e se m p l o y e ew
s i t h a c c e s st o a h i g hs t a n d a r do f h e a l t h c a r e .
5
w i t h t h e i rc u s t o m e r sT.h e s e
M a n ys e r v i c ep r o v i d e ras n ds u p p l i e r a
s r ew i l t i n gt o n e g o t i a t e
c o n s i sot f a r a n g eo f g o o d so r s e r v i c e sa,n dt h e c u s t o m em
r u s tb u yt h e ma s a w h o l ei n o r d e rt o r e c e i v e
a d i s c o u not n t h e o r i c e .
. . . .a r en o n - m o n e t a rbye n e f i t ss, u c ha s c o m p a n yc a r sa n d s u b s i d i s eldu n c h e s .
4
s a yc a r ef o r b a b i e sa n d
A........
t o a s a c r d c h ei,s a n o n s i t ef a c i l i t yw h i c hp r o v i d e d
a l s or e f e r r e d
y o u n gc h i l d r e n .
o
People
b u y . . . . . . . . . . . . . . s. o t h a ti f t h e yd i e ,t h e i rf a m i l yw i t Ir e c e i v ceo m p e n s a t i o n .
I n s o m ec o u n t r i e se, m p l o y e easr eo f f e r e d
. . .t o p a yf o r s e r v i c e s u c ha s d a y n u r s e r i eas n d
n a n n i e sA. t t h o u g ht h e c o s t sm a yb e d e d u c t e df r o mt h e i rs a l a r i e se, m p l o y e essa v em o n e ya, s t h e s e
schemesare usuallyexemptfromtax.
U
Comparisons
in the boxto complete
Usethewordsandphrases
thesentences.
a s m o r et h a n m u c h t h a n t h e b e s t t h e m o s t w i d e r
1 T h e s ed a y s ,e m p t o y e easr eo f f e r e da . . . . . . . .r a n g eo f b e n e f i t s .
2 T h eb e n e f i st c h e m e o
s f t o d a yc a r r ya . . . . . . . .m o r es i g n i f i c a nr ti s kt h a ni n t h e p a s t .
3
F t e x i b tfeu n d sc a nr e D r e s e nats m u c h. . . . . . . . 2 0 7 o f t o t a lr e m u n e r a t i o n .
4
In this day and age,largecorporations
needto competewith eachotherto offer.
r e m u n e r a t i opna c k a g e
t o t h e i re m p l o y e e s .
5
E m p l o y e e es x' p e c t a t i o nasr ef a r h i g h e r . . . . . . .t .h e yu s e dt o b e .
6
Weareofferingour staff25 differentbenefitsin kind,whichis
.. doublethe numberlastyear.
. o p u l abr e n e f i t s .
7 T a xa n da d m i n i s t r a t iivnec e n t i v easr ea m o n g s.t. . . . . . .. . . . . . . p
undergovernment
incentive
schemes
in yourownor
Findoutwhatkindsof emptoyee
benefits
areavailable
points:
fotlowing
another
country.
Consider
the
r Whatis attractive
to bothemployees
andemployers?
o Whatfinancial
savings
canbemade?
. Howeasyaretheyto run?
Nowwritea shortsummary
schemes.
comparing
thedifferent
Thinkof yourcompany
or oneyouwoutdliketo workfor.
r Whatkindsof benefits
doesit offer?
o Dotheymeetyourneeds?
r Whatotherbenefits
offer?Why?Rankthemin orderof importance.
shouldthecompany
35
legislationhashadan impact
Thisunit looksat howrecentgovernment
on paypackages
in Taiwan.
Discuss
thesequestions.
1 Inyourcountry,
roughly
whatpercentage
of anemployee's
totalremuneration
doesguaranteed
base
(variable
payrepresent?
proportion
pay)
What
makeup?Howdo these
do bonuses
andincentives
proportions
differin various
sectors?
2 Whatis thedifference
between
a bonusandan incentive?
Whataretheadvantages
offerbonusandincentive
schemes?
anddisadvantages
3 Whydo employers
foremployees?
Understanding
the mainpoints
page,thendecidewhichstatement
Readthearticleontheopposite
bestexptains
thetitle.
in thestructure
of incentive
schemes
fortechworkersin Taiwan.
a) Therehasbeena change
in Taiwan
incentive
b) Techworkers
arebeingofferedmoreattractive
schemes.
Readthearticleagainandanswerthesequestions.
1 HowdidTaiwanese
firmsuseto attractgoodworkers?
2 Whywasthisanattractive
optionforemployers?
practice
mostcommon?
3 Inwhichsectorwasthis
issuedstockbonuses?
dissatisfied
withthewaycompanies
4 Whywereinvestors
recently
legislation
changed
theaccounting
andtaxtreatment
of stock
5 Howhasgovernment
profits?
bonuses?
Andwhatimpactwittthishaveon company
for?
6 Whatproportion
of totalcompensation
didstockbonuses
useto account
general
pay
packages
How
for
will
these
changes
affect
the
cash
element
of
staff?
7
nowreceiving
insteadof stockbonuses?
8 Whataremiddlemanagers
paypackages?
is thestockbonusandshort-term
incentive
element
ofexecutive
9 Whatpercentage
perks
in Europe?
10 Whydo non-cash
havetittleappeal
to companies
tr
Understandingdetaits
Readthe articleagainand matchthe hierarchicallevels(1-3) belowwith the pie chartsshowingthe new
structureofpay packagesin Taiwan(a-c) on the oppositepage.
1 generalstaff
36
2 middte
management
3 topmanagement
U N I T9 "
Incentivesshift
for Taiwan's
techworkers
bv Kathrin Hille
A Investorsand managementof ChunghwaTelecomagreethe companyhas
morecashthanit needs.Nevertheless,
Taiwan's largesttelecommunications
serviceprovideris goingto issue139
million new sharesnext month - to
give away to employeesas a bonus.
But it may be the lasttime the company
does this. 'We will discontinuethe
practiceofhandingout stockbonuses,'
saysLu Shyue-ching,ChunghwaTelecom'snew Chairman.
B The companyis not alone.Hundreds
of Taiwanesefirms, especiallyin the
technology sector,are adjusting the
structureof compensationpackages,
following a series of changes to
the accountingand tax treatmentof
stockbonuses.
C Issuing large amountsof stock has
long been the cornerstoneof tech
industry compensationin Taiwan.
Every year, the island's employers
gave both managementand general
zs staffgenerousnumbersofnew shares
- which were seenas a way of atffacting goodworkersfor free.
D But investorswho saw their shares
diluted in this way havelong demanded
:o changes,and the government has
finally acted.From now on,Taiwanese
companiesmust report such bonuses
asa flnancialexpensein theircompany
accounts,which will reduce their
:s profitssignificantly.
E
Theselegal changesarerevolutionising the island'spay practices.
'High-tech companieshave started
payingmore cashto generalstaff and
a0 middle managementand giving more
long-termincentivesto top management,' saysCharlesWang, General
Managerof WatsonWyatt,the human
resourcesconsultancy,in Taiwan.
F
The biggestchangecan be seenat
the generalstafflevel, wherethe base
pay will haveto increaseconsiderably.
'Traditionally,profit-sharing,mostlyin
the form of stockbonuses.accounted
so for up to 50 per centof total compensation in the high-techsector,'saysMr
Wang. 'Under the new structure,the
total guaranteedcash portion will
increase,and the remainingpart of
ss compensation
will be madeup of variableperformancebonusesand a much
smallersegmentof proflt-sharingin the
form of cashbonuses.'
G At the middle managementlevel,
oo therehasbeenan increasein theweisht
B O N U S EASN DI N C E N T I V E S
of a merit-basedpay componentin
salariesand the replacementof stock
with stockoptions.
bonuses
H For managers at the top, stock
es bonusesand other short-termincentives still make up 40 per cent of
compensation.
And theyhaveseenlittle
increasein their basewagesbut, like
their mid-levelcolleagues,arereceivzo ing a higherproportionof performancerelatedpay andlong-termincentivesin
their pay packages.They have also
experiencedthe introductionof stock
optionsanda seriesof non-cashperks.
I
While in many Europeancountries
the attractionof suchperks is limited
becausethey can be taxed,so far Tai
waneseregulations don't apply to
non-financialrewards.'By providinga
ao top executivewith a companycar or,
alternatively,coveringthe expensesof
a leasedcar,a companycaneffectively
provide him or her with a tax-free
perk,' saysMr Wang.
A11of thesechangesmeanthe comJ
pensationpackagesof Taiwanese
companieswill graduallystartresembling thoseof their foreign rivals. For
generalstaff, the proportion of cash
m bonusesin relationto total compensation is now almost the same in
Taiwaneseas foreign high-techcompanies- between13 and 15 per cent.
K
C o n s e q u e n t l y ,a s t h e s e l o n g ss establishedpracticesdisappearand
employeesno longer switch jobs
accordingto stock bonus payment
changes,Taiwanesecompanieswill be
lookingfor otherwaysof
rmathactingtalent.
FT
Stock bonuses
Profit-sharing
(cashbonuses)
Stock options
I
Basepay
Non-cashperks
[
performance
Variable
bonuses
Basepay
!
stockoctions
,u,"0",
Performance-retatedpay
Performance-related
pay and long-term
incentives
37
U N I T9 "
B O N U S EASN DI N C E N T I V E S
tr
Definitions
(a-h).
fromthearticle(1-8)withtheirmeanings
Matchthesephrases
pay
1 performance-related
2 long-term
incentives
earningsandtax deductions
a) a documentwhichshowsan employee's
3 variableperformance
bonus
designed
highperformance
c) a scheme
to encourage
and
4
5
6
7
8
E
b) when an employersharesits profitwith employeesas part of
elan
an incentivo
productivity
overa longperiod;forexample,
awarding
company
shares
afterthreeyearsif theemployee
meetspre-agreed
performance
goals
profit-sharing
d) therightto buyor setIcompany
stockat a statedpricewithin
a timelimit
stockoptions
forandtaxincome,
e) themethods
usedto account
expenditure,
shares,
assets,
etc.
stockbonus
freecompany
shares,
usuallygivento employees
asa rewardfor
pastperformance;
profit
thisdoesnotdependon company
accounting
andtaxtreatment C) a remuneration
system
wherepayincreases
arelinkedwithgood
performance
performance
or reaching
targets
asa resultof thehighperformance
income
taxstatement
h) a rewardprovided
of a
department,
division
or individual
synonyms
Findwordsor phrases
in thearticlewhichmeanthesameasthesewords.
1 stock
r . . . . . . .(.p a r a g r aAp)h
2 remunerationpackages
f t a r a g r a pBh)
p . . . . . . . . p . . . .( P a r a g r aHp )h
3 newtechnology
h . . . . . . . t. .-. . . . . . . ( p a r a g rEa)p h
4 basesalary
( p a r a g r aFp )h
b . . . . . . .p.
c . . . . . . .p.
b . . . . . .w
. .. . . . . . . . ( p a r a gH
r a) p h
performance-retated
pay
5
m . . . . . . . . - b . . .p
. ........ . .(.p. a r a g r aGp)h
6 benefits
in kind
n . . . . . . . c. -. . . . . . p. . . . . ( p a r a g r aHp)h
)h
. a r a g r al p
n . . . . . . .f..-. . . . . .r.. . . . . . (. p
7 tax-exempt
benefit
t . . . . . . . .f -. . . . . . .p. . . . . . .(.p. a r a g r al p) h
38
U N I T9 "
B 0 N U S EASN t I N C E N T I V E S
Sentencecompletion
Usewordsandphrases
fromExercise
B inthecorrect
formto complete
thesesentences.
1 Whenthevatueofthecompany's.......fett,theChairmansufferedhugelossesbec
a c c o u n t efdo r m o r et h a n5 0 p e rc e n to f h i s. . . . . . .
2 The
. . .s e c t o ri n c l u d e si n d u s t r i es u c ha s r o b o t i c st,e l e c o m m u n i c a t i o n
a se ,r o s p a c e
p
h
y
s
i
c
s
.
t e c h n o l o gay n d n u c l e a r
3
lf your....
. r e p r e s e n ttsh e m a j o r i t yo f y o u rp a yp a c k a g et ,h e r ei s l e s sr i s k ,b e c a u s em o s to f
y o u ri n c o m ei s g u a r a n t e e d .
4
M o s tg o v e r n m e nat sr ek e e nt o t i m i t h e n u m b e or f . . . . . . .
. . . . . . . o. f f e r e db y c o m p a n i e H
s .o w e v e r ,
t h e r ea r ea n u m b e ro f a t t r a c t i v e
. . . . . ., s u c ha s c h i l d c a rveo u c h e r a
s n d [ o w - i n t e r e sl ot a n s ,
w h i c hd o n o t a d dt o t h e t a x a b t ei n c o m eo f t h e e m p t o y e e .
5
M a n yo r g a n i s a t i o nuss ea . . .
f o r t h e i rg o o dp e r f o r m a n c e .
. . . . . . . .s y s t e m F
. o ri n s t a n c ee, m p l o y e easr ea w a r d e da p a yr i s e
Describing
amounts
Lookat the pie chartshowingthe proportionof pay and benefitsin relationto total compensation.
Usethe wordsand phrasesin the box to completethe sentences.
a c c o u n t e fdo r i n r e l a t i o nt o
m a d eu p o f
p o r t i o n r e m a i n i n g s e g m e not f t h e w e i g h to f
Paypackagefor middlemanagement
proportion
Average
of payandperks
1
L a s ty e a r ,b a s ep a y. . . .
2
C o m p a r ewdi t ht h e p r e v i o uyse a rt,h e r ew a sa n i n c r e a sien . . . . . . . .. . . . . . . .
t eadyc o m p o n e nwt h e ni t w a s r a i s e dt o 3 0 % .
. . . . . . . .t h e p e r f o r m a n c e - r e l a p
3
P e r f o r m a n c e - r e l aptaeydr e p r e s e n t eads i g n i f i c a n t . . . . . . . . . . . . .t o t a l
. . . 6 o " ko f t o t a lc o m p e n s a t i o n .
comoensation.
fl
perks
otn.t non-cash
4%
I
Stockootions6%
l-l
e.r. pay6oo/o
ffi
pay3oo/o
Performance-related
Aftertheintroduction
of stockoptions,
theyaccounted
foronly6%of the
wholepackage,
butthis........is expected
to risein futureyears.
The........4o/owdS
. . . . n o n - c apsehr k s , w h i icnhc l u d e d
gifts
meals,
subsidised
business andtheuseof sportsandrecreational
facilities.
Theproportion
of thiscomponent
. . ..total
years.
compensation
is considerabty
smatler
thanin previous
Whatrecent
devetopments
havetherebeenin bonusandincentive
in yourcountry?
schemes
Whicharethemostpopular
withemployees?
Andwhatarethecurrent
taximplications
of
suchschemes?
Research
thissubiect
andwritea shortreport.
39
Thisunit looksat the businessbenefitsof havingan ethnicallydiverse
workforce.
Discuss
thesequestions.
1 Doesyourcountryor cityhavemanydifferent
ethnicgroups,
or is it relatively
monocultura[?
Hasthis
changed
muchoverthelastfewyears?
2 Thinkof a company
or educational
estabtishment
youknowwell.Howmanydifferent
nationalities
or
ethnicgroupscanyoufindthere?
tr
Understandingthe
mainpoints
Readthearticleontheoppositepageandchoosethe bestoptionto complete
eachstatement.
1 C a n a di a
s b e c o m i nogn eo f t h ew o r l d 'm
s o s.t. . . . . ...
a) profitabte
countries
b) multiculturaI
societies
2 Forthelastfewyears,
thelargest
number
of immigrants
havecomefrom.........
a) China
andIndia
b) lndiaandVietnam
3 Professor
Richard
Florida
suggests
thatsuccessfulcities
areoneswhich
a) attracttatented
employees
fromaltaroundthewortd
b) havethelargest
immigrant
populations
4 rhe........population
offersthebestsource
of growth
forsomecompanies.
a) tocal
b) immigrant
5 someUScompanies
havemovedtheiroperations
to canadabecause
a) it canprovide
employees
fromdiverse
backgrounds
whospeakdiverse
tanguages
b) thefoodat thecompany
partiesis muchmoreinteresting
6 Theimmigrant
population
in canada
stitthasto overcome
obstacles
in finding
thebestjobsbecause
t h e y . . . . ... . .
a) findit hardto achieve
a high-rever
Engtish
ranguage
quatification
b) havedifficulty
gettinglocalemployers
andprofessional
bodiesto recognise
qualifications
theyhave
obtained
overseas
7 Theotheradvantage
of employing
people
fromoverseas
istheir........
.
a) broader
culturalunderstanding
andexperience
b) bettertechnicaI
knowledge
andskitts
40
U N I T1 0 > ' E T H N ID
CI V E R S I T Y
The united
coloursof
Canada
by Bernard Simon
A As part of its annualcharity drive, CAE
Industries encourages3,000 headoffice employeesin Montrealto bring
in a dish that is emblematic of
s their country of origin. Pasta,curry,
enchiladasand chow mein arejust a
small sampleof the offerings.CAE,
one of the world's biggestsuppliersof
flight simulators,has 110nationalities
ro onitspayroll.
B
Suchdiversityhasalsoprovedpopular for CAE's business.
An Indian-born
Canadianheadsup the company's
Middle East and Indian division,
rs while a Chinese-Canadian
is in charge
of operationsin China. It makeslife
much easierif it's a Hindu speakingto
knmigrantsofferoneof thefew sources
a H i n d u .T h e c o m p a n yi s a m o n ga
of domesticretail growthfor Canada's
growing number that have come to
five big banks.The bankspay special
zo appreciatethe benefitsof one of the
attentionto China,wheretheycompete
world's mostmulticulturalsocieties.
65 to sign up customers
beforethey even
C ' O u r p e o p l e a n d o u r o r g a n i s a t i o n a r e setfoot in Canada.
very reflectiveof the "globalness"of
G Some companiesbased outside
our industry,' says Klaus Dohring,
Canadaseethe benefltin its skilled
zs who was born in Germanyand who is
multicultural and multilingual workresponsible for the Ontario-based
force. Global Crossing,a US-based
automotivedivisionof Irggett & Platt,
telecomsoperator,has set up a call
a US conglomerate.
Almost two-thirds
centre in Montreal to handle conferof Leggett & Platt's technical
ence calls for US companies.The
:o employeesin Windsorand40 per cent
Montreal operators can handle
of its salesstaff were born outside
calls in 16 languages,an important
Canadaor have immigrantparents.
factorin GlobalCrossing'sdecisionto
'Having a multitude of ethnically
locatethe centrethere.Another comdiverse people on staff is a real
pany has turned to employeeswith
:s strengthofours.'
Indian. Chinese.South Korean and
D
Some255000 immigrantsarrivedin
Japanese
backgrounds,amongothers,
Canadain 2005,almost0.8 per centof
to spearheadsalesand investmentsin
the population, the highest of any
their countriesof origin.
industrialisedcountry. The leading H Nevertheless,
RogerMartin,Deanof
lo sourcesof migrantsto Canadafor the
the University of Toronto's Rotman
last few years have been China
Schoolof Business,saysCanadian
andIndia.
businessesare far from realising
E
RichardFlorida.Professorof Public
the full potential of an ethnically
Policy at GeorgeMason University
diversesociety.One awkwardissueis
+s in Virginia, believesthe world's most
the difficulties facedby immigrants in
gainingrecognitionfor foreignqualifisuccessfulcitiesarethosethatbecome
'global talent magnets'.In his
book
cations,especiallyin the engineering,
The Flight of the CreativeClass,he
technicaland medicalflelds.
cites Toronto and Vancouveras two
Mr Dohring,however,remainsconso prime examples.'What makesthese
vinced.Suchemployees'areintimately
cities such formidable challengersto
familiar with the country where you
US regions,'heasserts,'is thatmanyof
wantto do business'.At the sametime,
'they know you, they know your lanthem,in particularthe Canadiancities,
guage,they know your culture.'
not only boast a high immigrant
ss population,but a diverseonetoo.'
F
Canada'sstrongflow of immigration
from many different countries may
provide one of the country's most
important competitive advantages
eo in an increasinglyglobal economy.
FT
Understanding
details
Readthe articleagainand answerthesequestions.
1
H o wm a n yd i f f e r e nnt a t i o n a t i t i edso e sC A Ee m p t o y ?
2 W h e r ew a sC A E ' sH e a do f M i d d t eE a s ta n d I n d i ad i v i s i o nb o r n ?
3
Whatpercentage
of Leggetand Ptatt'ssalesstaffwerebornoutsideCanadaor haveforeignparents?
4
W h i c ht w o C a n a d i a cni t i e sd o e sR i c h a r dF l o r i d ad e s c r i b e
a s b e i n g ' g l o b at la l e n tm a g n e t s ' ?
5 A t w h i c hp a r to f t h e i m m i g r a t i opnr o c e s sd o s o m eb a n k sr e g i s t enr e wc u s t o m e rfsr o mo u t s i d eC a n a d a ?
6
W h a tt y p eo f c o m p a n yi n M o n t r e apl a r t i c u t a r lbye n e f i t sf r o mh a v i n ga m u l t i t i n g u awl o r k f o r c e ?
7
H o wm a n yl a n g u a g edso i t s e m p t o y e ews o r ki n ?
41
DIVERSITY
UillT 10 >' ETHNIC
rilfi
tr
Word
search
in thearticlewhichfit thesemeanings.
Findwordsor phrases
(paragraph
A)
whichrepresents
something
else,suchasa countryor nationality
1 something
e........
(paragraph
A)
employs
h a so . . . . . .i.t.sp . . . . . . . .
(paragraph
B)
varietyof backgrounds
4........
nature(paragraph
C)
worldwide
9........
(paragraph
multicultural
C)
e . . . . .e. . . . . . . . .
D)
whomovesto a countryfromabroad(paragraph
someone
;........
D)
peoplewhogo to anotherareaor country,
especially
to findwork(paragraph
m........
E)
fromal[aroundtheworld(paragraph
whichattractskilledemployees
citiesor companies
.. .......'
9 . . . . . . ....t. . . m
(paragraph
economy
9 worldwide
D
9........e........
(paragraph
G)
10 speaking
a widevariety
of languages
tr
Prepositions
Complete
theseverbphrasesfromthe articleusingthe correctprepositions.
Responsibitities
in a company
in China
........operations
1 to bein charge
division
MiddleEastandIndian
2 to head........thecompany's
3 toberesponsible........theOntario-basedautomotivedivisionofLeggett&Platt
andtheiractivities
Companies
........itspayrott
4 to have110nationalities
people........staff
of ethnically
diverse
5 to havea multitude
5 t o s i g n. . . . . . .c. u s t o m e r s
7 t o s e t . . . . . . . .caa l cl e n t r e
42
UNlT10 >' ETHNICDIVERSITY
!|
Sentence
completion
Usephrasesfrom Exercises
A and B to completethesesentences.
1
I nt h i s
. . . ., s o m eC E O sh e a dm u l t i n a t i o n ac lo m p a n i e s .
2
Peopte
w h o a r er e s p o n s i b l.e. . . . . . .l a r g ec o m p a n i ew
s h i c hd e a lw i t h m a n yn a t i o n a l i t i et sa l k a b o u tt h e
b e n e f i t so f e m p l o y i n .g. . . . . . .f r o ma w i d ev a r i e t yo f e t h n i cb a c k g r o u n d s .
3
Somecitiesareso ethnicallydiversethat they havebecome
. . .c o m p a n yc a nb e n e f i ft r o mh a v i n ga . . . . . . . .w o r k f o r c e
4 A n.
w h o c a nc o m m u n i c a twei t h p e o p l e
f r o ma l a r g en u m b e ro f c o u n t r i e s .
5
U
F o rt h e s ec o m p a n i e s. ... . . . . .o f t h e w o r k f o r c e
i s t h es e c r eo
t f t h e i rs u c c e s s .
Understandingexpressions
Choose
the bestexplanation
for eachphrasefromthearticle.
(tine1)
1 'Aspartof its annualcharitydrive,...'
a) carracefor charity
b) money-raising
event
'Having multitude
a
of ...'(line33)
a) wide rangeof nationalities
b ) l a r g en u m b e r
'... one of the country'smostimportantcompetitiveadvantages...'
(lines58-59)
a) betterchancesof successthan one'scompetitors
b) bettercompetition
'...beforethey evenset
foot in Canada.'(tines65-66)
a) arrivein
b) travelaround
'...
to spearheadsalesand investments
...'(tine81)
5
5
a) [ead
b) fisht
'...in goiningrecognitionfor...' (lines
89-90)
a ) w i n n i n gp r i z e s
b) gettingacceptance
Visitthewebsites
of a fewmultinational
companies
andwritea shortreportcomparing
theirpolicies
on ethnicdiversity.
Givea shortpresentation
ontheadvantages
for multinational
companies
of havinga multicultural
youknowof.
workforce.
Include
anyspecific
examples
Thisunit looksat the way companies
areworkingto hetpwomenin the
workforce.
Discuss
thesequestions.
1 Arewomencommonty
foundin seniorpositions
in companies
in yourcountry?
Whatpercentage
of
womendoyoufindat this[eve[?
getanyextrahelpfromcompanies
2 Doworkingmothers
to helpthemworkwhilstmanaging
a famity?
lf so,whatformdoesthishelptake?
tr
Understanding
themainpoints
aretrue(T)or fatse(F).
Readthearticleontheoppositepageandsaywhetherthesestatements
ldentifuthe partof thearticlethatgivesthisinformation.
services
firmshavebeenworriedaboutthelackof menin seniorpositions
foryears.
7 Professional
firmsarenotinterested
in changing
thatsituation.
2 Consulting
in consulting
firmsis growing
rapidty.
3 Thenumberof womenin seniorpositions
rationale
for helpingwomento stayin theworkforce
oncea company
hasspent
4 Thereis a business
timeandmoney
training
them.
workforce
baseis nowtoosmalIforcomoanies'needs.
5 ThetraditionaI
5 Clients
do notlikefemaleconsultants
to workpart-time.
Understandingdetails
Readthearticteagainandchoose
eachstatement.
thebestoptionto complete
in orderto ...
1 Consulting
firmsaretryingdifferent
workarrangements
a) savemoneyon officespace.
b) hetpmorewomento stayin theirfirms.
2 Theyhavedeveloped
flexible
workarrangements
in orderto ...
'Generation
Y'to workforthem.
a) attractthecleverest
menandwomenin
b) become
leaders
in modern
workingpractices.
3 At KPMG,...
a) nearlyhalfof themanagers
arewomen.
b) justover10percentofthemanagers
arewomen.
of themostseniorpositions
heldbywomenis ...
4 At Deloitte,
thepercentage
a) 4o percent.
b) 13percent.
44
U t i l T : 3 * " G € N i l E R€ Q U A L I T Y
t
Diversity:
F
Womenmake
progress1n
climbing through f
ff
the ranks
{
#
by Brooke Masters
For decades, professional services
firms have been concerned about the
absenceof r,vomenin leadership roles.
But over the past decade, consulting
flrms have taken firm stepstor'vardsfixing that problem. From networking
groups and'mentoring caf6s' to leadership 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 time, they have made the
B
t 5 industry a leader in using flexible lvork
affangements and are competing for
the best and the brightest women
'Generation
Y', the
and men in
20-somethings who have put work-life
20 balance at the centre of their demands.
C In most consulting firms, for examp l e . f e m a l e r e p r e s e n t a t i o nr e m a i n s
quite low: while 40 per cent of Deloitte's graduate intake is female,
only 18 per cent of those at senior levels are women. At KPMG.48 oer cent
of managersare women.but this drops
to 13 per cent at the partner rank.
/
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 senior grades is
gro'"ving.The change is slow, but it is
35 in the right direction.
D Accommodating female employees
in the lvorkplace is not simply an act of
kindness.In fact, many firms seeretaining trained consultants as a
businessnecessity.Losing valued and
skilled managersnot only results in a
waste of training time and resources,
but it harmsthe recruitmentprocessin
the next generation.
'We're
really talking about talent
issues. The traditional groups of the
population that companies used to look
to for new recmits are shrinking. so we
need to think about how r,ve are
going to be able to recruit from diverse
groups,' says Isabel Naidoo, Head of
Diversity forAccenture in the UK.
Some firms also recognise that
women can offer different skills.
'Women
are quite good at aspectsof
management, managing diversity and
working in teams. These are things we
must encourage if we are going to add
value,' says Judith Halkerston,
Managing Director of Energy, Utilities
and Telecoms at Logica.
G That has led to programmes such as
PAconsulting group's decision to boost
the salaries of newly returned
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
c a l l .I B M l e t sa l l e m p l o y e e -s n o tj u s 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
75 flexible arrangementsmore possible.
H Clients, on the whole, have been
supportive of the efforts to accommodate a variety of work arrangements.
Consulting flrms say there has been no
resistance from clients and sometimes
you hear them say: 'Well,I only work
three days a week and it works for me'.
'Clients
SaysAccenture'sMs Naidoo,
want a job done and with quality by a
cerlain deadline,but it's up to us how
we managethat.'
FT
W o m e nb e n e f i o
t r g a n i s a t i o nbse c a u s e
t h e ya r ep a r t i c u l a r lgyo o da t . . .
a J v a r i o u sa s p e c t so f m a n a g e m e n t .
b ) u s i n gt e l e c o m m u n i c a t i oenqsu i p m e n t .
P Ah e t p sw o m e nw h o h a v er e c e n t l yh a da b a b yb y . . .
a ) g i v i n gt h e mv e r yl o n gm a t e r n i t yl e a v e .
b) attowing
t h e mt o w o r kf e w e rh o u r sw i t h o u tl o s i n gp a yf o r a w h i l e .
D e l o i t t ep r o v i d e s. . .
a ) a c h i l d c a rsee r v i c e .
b ) a n e m e r g e n chye a l t hs e r v i c e .
I B Ma [ l o w s . . .
a ) w o m e nw i t h c h i l d r e nt o t a k e u p t o t w o w e e k s ' e x t r a
h o l i d a yt i m e .
b ) a l l e m p t o y e etso b u y u p t o t w o w e e k s ' e x t r a
h o l i d a yt i m e .
45
UN|T11"
GENDEREQUALITY
llllril
tr
Word
search
Findwordsor phrasesin the articlewhichfit thesemeanings.
t
(paragraph
highpositions
in companies
in whichyoumakedecisions
aboutstrategy
andtheworkforce
A)
1 . . . . . r. . . . . . . . .
(paragraph
a periodof timeduringwhicha womanwhois having
a babydoesnotworkforhercompany
A)
-........1........
peoplefroma varietyof backgrounds
whatcompanies
achieve
whentheyencourage
andbothgenders
(paragraph
to workfor them
C)
w........4........
qualified
youngpeoplehiredbycompanies
thenewsetof recently
eachyear(paragraph
C)
9........i........
(paragraph
gettingsma[]er
E)
t........
(paragraph
increase
G)
b........
thehighestlevelofdevelopment
achieved
at a particular
time(paragraph
G)
r . . . . . . . . - o f.-.t..... - a . . . . . . . .
places
usingtelephones
or computers
in whichpeoplein different
to havemeetings
cantalkto each
other(paragraph
G)
t.......
workingfromhome,usingcomputer
connected
to theoffice(paragraph
G)
f .......
tr
partnerships
Word
1 Matchthesewordsto makepartnerships
fromthe articlewhichdescribesomeof thethings
provide
companies
or useto helpwomenin business.
1 leadership
2 mentoring
3 financial
4 networking
a) caf6s
b) support
c) groups
d) seminars
Matchtheverbs(1-4)with the phrases(a-d)to makeexpressions
similarto thosein the articlewhich
describe
someof theactionscompanies
taketo helpwomenin business.
a)
2 to accommodate
a variety
b)
3 to investin
c)
4 to haveemergency
childcare d)
1 to boostthe salaries
46
of workarrangements
on call
of newlyreturned
mothers
state-of-the-art
teleconferencing
U N I T 1 1"
GENDEREQUALITY
Vocabulary
development
intheboxto makestatements.
Putthemintothecorrect
categories
below.
Usethephrases
Useeach
phraseonly once.
diversity harmsthe recruitment in teams in the nextgeneration
m a n a g i n g p r o c e s s t i m ea n dr e s o u r c e s w a s t e s w o r k i n g
T h et w o d o w n s i d etsh e a r t i c l em e n t i o n so f n o t e n c o u r a g i nwgo m e nm a n a g e rtso s t a yi n t h e c o m p a n y
a) w......
b) h........
Twoof the management
tasksthat womenare particularlygoodat
a)
b)
Textcompletion
fromExercises
A-Cinthecorrect
formto complete
Usethephrases
thisparagraph.
C o m p a n i easr ei n c r e a s i n grl ye a l i s i n tgh a tt h e yw i l l n o t h a v ee n o u g hg o o dm a n a g e rtso m o r r o wi f t h e yd o
n o t s u p p o r tw o m e nw h o h a v ef a m i l i e st o d a y .
C l e v efri r m sf i n da r a n g eo f w a y sn o tt o s u f f e a
r w . . . . . . .o. f t . . . . . . . a n d r . . . . . . . .d' u et o l o s i n gs k i t t e d
and
e f f e c t i v fee m a l em a n a g e r sS. o m eo f t h e mi n v e s ti n r . . . . . . . . - o f - t h- ae. . . .. . . . tt e c h n o l o giyn o r d e rt o m a k e
m o r ef l e x i b l ew o r k i n ga r r a n g e m e n tssu, c ha s 1 . . . . . . . . tp, o s s i b t eO. t h e rc o m p a n i etsr y t o h e l pw o m e n
p r o g r e stso s e n i o p
r o s i t i o nbsy e n c o u r a g i nt hge mt o a t t e n dl .. . . . . . .r . . . . . . . .a4n dj o i nn . . . . . ...g . . . . . . . .. t
M o r es e n i o rs t a f fh e t pj u n i o rm a n a g e rtsh r o u g ha s y s t e mo f m . . . . . . . .c . . . . . . . . o . lits a l s oi m p o r t a ntto o f f e r
{ . . . . . . . .t . . . . . . . .a' t a t i m ew h e nf e m a t em a n a g e rasr eh a v i n gc h i t d r e nS.o m ec o m p a n i ehsa v et a k e nt h es t e p
o f t e m p o r a r i lby . . . . . . . t. h e t . . . . .. . . 8o f m o t h e r sw h o h a v er e c e n t l yh a da b a b y s, o t h a tt h e yc a nk e e pt h e
s a m es a l a r yb u t w o r ks h o r t e rh o u r sf o r a s h o r tt i m e .T h e s em e a s u r eas r en o t s i m p l ya g o o ds o c i a p
l oticy,
b u t a n e c o n o m in
c e c e s s i tby e c a u s ew, i t h o u tw o m e n ,c o m p a n i easr ef i n d i n gt h a tt h e t r a d i t i o n awl o r k f o r c e
ist........n
A.t t h o u g thh e n u m b e or f w o m e ni n 1 . . . . . .r . . . . . ...' oi s s t i t ts m a t lf,o r t u n a t e it tyi s g r o w i n gT. h o s e
w h o s u p p o r tw . . . . . . . .J . . . . . .. . " a r es l o w l ys e e i n gt h e p o s i t i v er e s u l t so f t h e i re f f o r t s .
W h a td o y o u t h i n ka b o u tt h e a c t i o n st h e c o m p a n i em
s entioned
i n t h e a r t i c l eh a v et a k e nt o h e l p
increasethe numbersof womenstayingin theirworkforce?
Are they a good idea?Wouldthis work
in everysectorof industry?Arethereany othermeasureswhichcompaniescoutdtake to improve
t h e g e n d e rb a l a n c ei n c o m p a n i e s ?
Visitthe websitesof the companiesmentionedin the article.Lookat what they sayaboutdiversity
a n d h e l p i n gw o m e ni n t h e w o r k p l a c eW
. r i t ea s h o r tr e p o r ta b o u tt h e c o m p a n yw h i c hy o u t h i n k
providesthe best help.
47
Thisunit looksat the effectof economic
cycleson the decisionto hire
foreignlabour.
Discuss
thesequestions.
1 Docompanies
in yourcountryhireemployees
fromoversees?
Compare
a fewdifferent
youknowof.
typesof companies
2 Whatsortof positions
dotheseemptoyees
tendto hold,andwhydoyouthinkthisis?
tr
Understandingthe
mainpoints
pageandanswerthesequestions.
Readthearticleontheopposite
7 Whichsetof managers
didtheeconomic
downturn
in 2009hit morestrongly,
foreignor local?
2 Whyhadtherebeenso manyexpatriate
managers
inVietnam
beforethatpoint?
affected
thetraditionaI
relationship
thatVietnamese
3 Howhadthissituation
employees
had
withtheircompany?
in Vietnam?
4 Whateffecthadit atsohadonsalaries
haveon companies'wi[[ingness
5 Whateffectdidtheeconomic
downturn
to employ
managers?
expatriate
6 Whatwastheeffectof thenew[awwhichcameintoforceon rst January
zoo8?
7
tr
process?
Whatimpactdidthisnewlawhaveon thelocalisation
Understandingdetails
Readthearticleagainandanswerthesequestions.
1 Howdidcompanies
in Vietnam
encourage
operating
skilledworkers
to workforthem?
2 Whatwastheaverage
employee
ratein HoChiMincityin 2008,according
turnover
to an
HRsurvey?
3 Whatwastheemployee
turnover
rateat themanagerial
leve[?
didVietnam
4 Howmuchdirectforeigninvestment
enjoyin 2007?
risebyin thatyear?
5 Howmuchdidaverage
salaries
5 Didmanagerial
salaries
riseby moreor lessthanthatamount?
rateinVietnam
7 Whatwasthetop income-tax
at thattime?
8 Whatexamples
of tax-free
benefits
doesthearticlemention?
48
UNIT12 >' HIRINGLOCALTY
ORABROAB
seesilverlining in skillsbattle
Vietnamese
offers to atftact qualified staff.
Consequently,whereasin the past
Vietnameseworkers had generally
A For expatriateemployeesin Vietnam,
January2009 looked like the 'perfect
stayedwith a singlecompanyfor their
storm'. The poor global economic :o entireworking life, more recently,the
'upwardlymobile'hadalsobecomethe
outlook, combined with recent local
'laterally
mobile'.
s tax changes,made the survival of
D A survey by Smart HR, a human
expatriate jobs look uncertain. In
resources
contrast,for local managers,there
consultancybasedin Ho Chi
rs Minh City, found that in 2008, the
wasreasonfor hope.
B
averageemployeeturnover rate was
Over the pastfew years,Vietnam's
ro breakneckdevelopmenthad created
16.7per cent.However,this wasjust
local labour shortages,particularlyin
the 'tip of the iceberg'comparedwith
the managementsector.The demand
the turnover rate at more senior
for qualified personnelin finance, 40 managementlevels.Almost half of
marketing, human resourcesand
all human resourcesmanagersin Ho
rs generalmanagement
wasmuchgreater
Chi Minh City moved in 2008.
than supply. This had created an
Accordingto JessicaLu, Smart'sChief
Executive,'If you were a human
employmentbonanzafor therelatively
few Vietnamesewho hadthe specialist 45 resourcesmanagerand you hadn't
skills,aswell asthousands
moved in three years,people started
of expatriate
zo workers,notjust from the developed
to think there must be something
wrongwith you.'
world, but alsofrom placessuchasthe
Philippines,India andPakistan.
E The main reason for this heavy
c The competitionfor skilled labour so demandfor executivesand managers
was fierce, with new arrivals in the
had been the large wave of foreign
employermarketusinggeneroussalary
direct investmentin Vietnam'smanuby TimJohnston
facturing sectorover the previous few
years:in 2007 alone,foreign direct
investmenthad accountedfor some
$1lbn, or more than 12 per cent of
grossdomesticproduct.As moreintern a t i o n a l c o m p a n i e si n v e s t e d i n
Vietnam,they createdsomethingof a
of a salary bubble for local senior
management.
F
The SmartHR survey showedthat
for foreign-investedenterprises,overall
salariesincreased
by almost18percent
os in 2008, but il executivepositions,the
rise was much more oronounced.
Accordingto RupaliEde-kar,
who runs
Active Selection,a recruitmentagency
basedin Ho Chi Minh City, 'There
70 were people with very limited
experienceand skills, and they were
askingfor totally unrealisticsalaries.'
G But the globalcrisissoondampened
down the fuenzy. Many overseas
zs companies started to lay off staff
and imposed blanket hiring bans.
In the short term, companiestightened their belts and looked more
closelyat the relativelyhigh costsof
m expaffiatelabour.
H Furthermore, a new tax law that
cameinto effect on JanuaryI madelife
more difficult for expatriates.Most
expatriatecontractsleft the tax burden
ss to employers.At around 35 per cent,
the top rateof tax wasalreadyrelatively
high, but salarypackageswere often
boostedby tax-freebenefits:paid-for
household utility bills (such as
m electricity), a companycar, private
educationfor the children and flights
home were all used to attract skilled
management
to Vietnam.
I
However, on 1 January2008, all
ss those benefits becametaxable. This
soon speededup the localisation
process: the previous expatriation
trend reversedas companiesstarted
to reduce the number of foreisners
rmthey employed.
FT
49
UN|T12"
LOCALTYORABROAD
HIRING
tr
Word
search
in thearticlewhichcomplete
thesesentences.
Findwordsor phrases
workers
1 Whenlotsof jobsareon offerandtherearenotenough
to filtthem,thiscreates
an e.. . . . . . .
jobs
(paragraph
and
are
in
high
demand.
B)
forworkers.
Theyhavea widechoice
of
b........
quickty
2 Emptoyees
whomoveupthecareer
ladder
aresaidto becr........
C)
m.........(paragraph
fromcompany
whomakesideways
career
moves,
to gainbroader
experience
or perhaps
to
3 Employees
company
in orderto takeadvantage
of a bettersalaryoffer,aresaidto bel.. . .. . . . m.. . . ..... (paragraph
C)
e c o m p a ni syk n o w n
a st h ee . . . . . . t. . . . . . . .r . . . . . . . .
4 T h er a t ea tw h i c he m p l o y e e ns t ear n dl e a v a
(paragraph
D)
E)
risesharpty
overa shortperiodof time,thisis knownasa t.. . . . . . . b... . . . . . . (paragraph
5 Whensalaries
hastoomanyemployees
notto recruit
forthetimebeingat anylevelof
6 Whena company
anddecides
p h)
im
t h eo r g a n i s a t i iot n
, p o s easb . . . . . . h
. .. . . . . . .b. . . . . . . . .(.p a r a g r aG
it mayhaveto makeemployees
redundant
or 1........
become
worseforthecompany,
them
7 lf conditions
(
p
a
r
a
g
r
a
p
h
o.........
G)
. (paragraph
l)
8 Thetrendforusinglocallabouris knownas1........
labouris knownase........
. (paragraph
l)
9 Thetrendforusingoverseas
tr
Wordpartnerships
(a-f)to makeexpressions
similarto thosein thearticle.
Matchtheverbs(1-6)withthe phrases
1 to staywith
2 to create
3 to askfor
4 to leave
5 to attract
6 to speedup
g
a) thetaxburdento emptoyers
b) a salarybubble
c) a company
for life
d) skitledmanagement
to Vietnam
salaries
e) totaltyunrealistic
process
f) thelocatisation
Causeandeffect
Useexpressions
in the boxto completethe paragraph.
asa result asa resultof caused
by consequentlydueto in orderto
thesurvivaI
thepoorglobaleconomic
outlookandrecenttocaltaxchanges,
ofexpatriate
jobstookeduncertain.
for [oca[managers
........u,
however,
thesituation
tookedevenbetter
thanit hadbefore.
years,therehadbeenanemployment
Duringtheprevious
bonanza
forexpatriate
workers
withspecialist
' eb r e a k n eec ck o n o mdi ce v e l o p m ei nnVt i e t n a m. ... . . . .,.e0v e nV i e t n a m ews oe r k e r s
s k i l l s. ., . . . . . . . . . . . . t. h
for tife,startedto change
companies
regularly
whohadpreviously
tendedto staywiththesamecompany
riseupthecareertadderfasteror takeadvantage
........5
of bettersalaryoffers.In zoo8,
workers,
thedeparture
of manyof theexpatriate
theemployment
trend
reversed
backto oneof localisation.
50
UNIT12 '> HIRINGLOCAILY
ORABROAD
Sentence completion
use words and phrasesfrom ExercisesA-c to completethese sentences.
1
D u et o a s h a r pr i s ei n f o r e i g ni n v e s t m e nbty o v e r s e afsi r m s ,w e e x p e r i e n c eadp e r i o di n w h i c h
those
o f u s w i t ha g o o de d u c a t i oann ds k i l t se n j o y e a
d r e a .l . . . . . . .
2 A s t h e r ew e r ea l w a y sm o r ej o b st h a np e o p l et o f i t tt h e m ,w e w e r ea b l et o g e t p r o m o t i o nqs u i c k t y
and
b e c a m ve e r y . . . . . .
3
W es i m p l yd i d n ' th a v ee n o u g he x p e r i e n c eadn ds k i l t e dp e o p l ei n t h e c o u n t r yt o m e e tt h e s h a r p
r i s ei n
d e m a n df o r l o c a lm a n a g e r s .
t h e p o l i c yf o r h i r i n gm a n a g e rm
s o v e dq u i c k t yt o o n eo f . . . . . . . ..
4 ' ' . . . . . a. ' ' . . . . . .. . . . . . .t.h e[ a r g en u m b eor f e x p a t r i a m
t ea n a g e resn t e r i ntgh ec o u n t r ya ,. . . . . . . . . . . . . . .
s o o na p p e a r e da,n dw e a t l b e n e f i t e d
f r o mh i g h e rs a t a r i e sT.h i sw e n to n f o r s o m et i m e .
5
B yt h e e n d o f z o o 8 ,h o w e v e ri t, w a sc l e a rt h a t a n e c o n o m i d
c o w n t u r nw a se m e r g i n ga,n da l o t o f
c o m p a n i ebse g a ni m p o s i n ag . . . . . . . .
6
W o r s es t i l t ,t h e ya c t u a l l ys t a r t e dt o . . . . . . . . . . . . . . . .m a n a g e r sa,n da l o t o f e x p a t r i a tw
e o r k e r sw e n tb a c k
t o t h e i ro w n c o u n t r i e s .
Understand
ingexpressions
Choosethe best explanationfor eachphrasefrom the article.
1 '...Vietnam'sbreakneckdevelopment...'
(tines9-10)
a) extremelyfast
b) tittteby tittte
2 'Thecompetitionfor skittedlabourwasfierce..; (Iines23_24)
a) veryweak
b) verystrong
'...
3
this was just the "tip of the iceberg"...' ([ines3T-3g)
a ) a s m a l lp a r to f t h e p i c t u r e
b) for the top layersof management
4 'But the gtobalcrisissoondampeneddown thefrenzy.,(lines73_74)
a) madeeveryonebored
b ) r e d u c e dt h e c o m p e t i t i oann d e x c i t e m e n t
'...
5
companiestightenedtheirbelts...'(tines77_TB)
a ) i n t r o d u c e ad n e w h e a t t hp o l i c y
b ) r e d u c e dt h e i rb u d g e t s
1, Discuss
theadvantages
anddisadvantages
of movingto another
countryto work.Exptain
yourideas.
2
Doemployees
in yourcountrytendto staywiththesamecompany
for life,or do theychange
company
fromtimeto time?Howregularly
do employees
expectto makesideways
movesin theirjobsor get
promotions?
Thinkof different
typesof industries
andjobs.Howdoesthisbehaviour
compare
*r:tt'lti,ut
of yourparents'
andgrandparents'
generations
or othercountries
youknowof?writea shortreoort.
51
Thisunitlooksat the contribution
thatthe modernHRdepartment
makesto
the successof a company.
Discuss
thesequestions.
professionals
1 Listallthetasksyoucanthinkof thathumanresources
carryout.
ptaysmoreof a strategic
2 Wouldyousaythatthehumanresources
department
roleor a supportrole?
yourideas.
Explain
tr
Understanding
themainpoints
Readthe articteon the oppositepageandsaywhetherthesestatements
aretrue (T)or false(F).
ldentiffthepartof thearticlethatgivesthisinformation.
1 Unilever
onlyca[[sitsetfthe'multilocaI
muttinational'because
it operates
in manycountries.
2 lts humanresources
strategy
hasatways
takenintoaccount
themanydifferent
businesses
it ownsaroundtheworld.
3 Itscurrent
HRpoticy
hasthreemainaims.
focuses
4 ItsHRstrategy
on fourmainareas.
peoplemaketo thebusiness
5 GaryCrouch,
Unilever's
HRDirector,
saysthatthecontribution
theyworkfor is increasingly
beingvalued.
5 It is difficutt
to givethiscontribution
a numerical
or financial
value.
'Accounting
for People'.
7 Thereportwrittento tacklethisissuewascalled
8 Thereportwassponsored
bythe Department
of Health.
regularly
usestatistics
retating
9 Companies
to emptoyees
for internalpurposes.
1 0 Companies
alsousethesestatistics
widelyin theirpublicreports.
7 7 GaryCrouch
hopesthatonedaycompanies
wi[[measure
andreportontheiremployees
in
thesamewaythattheyreporton theirfinances
today.
Informationsearch
1 Thearticlegivesseveralexamples
of waysin whicha companycanuseemployee
statistics
internally.
Putthemin therightorder,astheyappearin thearticte.
ptanning
a) Managing
succession
b) Assessing
high-potentiaI
managers
c) Comparing
theperformance
of different
divisions
52
U N I T1 3 "
B U I L D I NAGS T R O NH
GRB R A N D
practicesand priorities. 'Peoplefrom
key postsis adequate,
by assessing
the
different parts of the businesswere
number of potential candidatesfor
rs talking quite different languages,'
moreseniorjobs.
he explains.
G Athird method,employingkey ratios
C However,a few yearsago,the comsuch as salesto employeenumbers,
pany formally developeda shared
can be used to comparethe perforcorporate HR framework, whose
manceof different divisions within a
zo primarygoalsweresimplicityandbengroup.Other figuresinclude the averefitsofscale.The new strategyfocused os agetime an employeespendsin a post,
on four key areas:leadership;talent
staff retentionrates,the number of
management;
efficiencyandcosteffecmanagementlayers in a companyor
tiveness;andcorporateculture.
department, safety and accident
D HR, it seems,is no longerjust a worrecords,andworkforcediversity.
thy and useful supportfunction. It is
H However, there can be difficulties
part of the strategicmanagementof the
with usingstandardemployeestatistics
business.Mr Crouchbelievesthatthis
for external comparisonsbetween
reflects the changing role of HR
companies.For example,the actual
ro in the company.He explains,'It's a
importanceof low staffretentionrates
way of recognisingthe importanceof
rs could differ widely betweendifferent
peopleto thesuccess
ofthe business.'
companiesin differentsectors.As a
E
This is, ofcourse,the positionthat
result, there is still a great degreeof
many other companieswould like to
cautionon thepart of companiesabout
:s claim as well. The questionis how to
goingpublic too quickly with datathat
put words into action. How do we so could be misinterpreted.However,
find ways to adequatelymeasureand
industry is clearly moving towards
report HR's strategicrole in adding
morereporting.
value?This was the task tackledin an I
Mr Crouchsays,'Financialstatistics
'Accounting
ao
for People'reportwhich
havebeenbuilt up over many years
was sponsoredby the UK Department as and are supportedby large numbersof
ofTrade andIndustry.
accountancypractitioners.Achieving
byAndrew Bibby
F
Somecompaniesuseof a numberof
this in HR will take some time. The
key employee statistics internally
task will be to end up with objective
A Unileverlikesto call itselfthe 'multilo- as in their regular strategic planning
and verifiable data that can be used
cal multinational'. It is a term that
meetingsto establishHR policy and m for genuinecomparison.The point is
reflects the company's enormous
development.
Oneexampleof the way
that we aremoving towardsmanaging
geographicaland product range,
theyareusedis in theassessment
of the
our peopleas a resourcefor business
s but which perhapsalso suggeststhe
proportion of staff considered to
with the same degree of rigour and
challengesof developinga single so have high managementpotential.
discipline that we use in any other
corporate strategy for a string of
High potential is assessedusing a ss of thebusiness.'
individualoperatingbusinesses.
numberof objectivecriteria,including
B
Gary Crouch, HR Director for
businesscompetencies,
past perforro Unilever UK, admitsthat, until a few
mance, and range of skills and
yearsago,eachUnilevergrouptended ss experience.A secondmeasuretests
to follow its own individual HR
whetherthe succession
planningfor
Building
a strong
HR brand
FT
Readthearticleagainandtick(./) theitem(s)thatcomplete
eachsentence.
1 GaryCrouch
describes
theoldUnilever
as...
a) a t o t o f d i f f e r e nct o m p a n i easr o u n dt h e w o r l d .
b) h a v i n ga l o t o f e m p l o y e ews h o d i d n ' ts p e a kE n g l i s h .
c) h a v i n ga l a r g en u m b e ro f d i f f e r e nat n ds e p a r a t eHR p o t i c i e s .
2 Unilever's
newstrategy
focused
on ...
a) efficiencyand costeffectiveness.
b) m a n a g i n gh i g h - p o t e n t i m
a la n a g e r s .
c) reducingthe workforce.
d) corporate
culture.
e) developing
leaders.
f) diversity.
53
lrl
U N I T1 3 "
B U I L D I NAGS T R O NH
GRB R A N D
tr
Word
search
Findphrasesin the articlewhich fit these meanings.
1 a companywhichsellsdifferentthingsin differentcountries,reflectingtheirdifferentneeds(paragraph
A)
m......-2
A)
a companywhichoperatesin manycountries(paragraph
,
:;;;;rry's
a i m si n g e n e r a l a n d
t h e w a y i t h o p e st o a c h i e v et h e m ( p a r a g r a pAh)
c . . . . . .t.... . . . . . .
(paragraph
waysof doingthingsin theHumanResources
department
B)
HRP . . . . . ' . .
(paragraph
andpractices
usedbyanentirecompany
C)
5 a setof HRpolicies
c . . . . . .H
. .Rf . . . . . . . .
enjoyswhenit takesadvantage
of its largesizeto reducecosts(paragraph
5 whata company
C)
o
.
.
.
.
.
.
.
.
r
.
.
.
.
.
.
.
.
b.......
planswhatitwiltdo in thefuture,
whena company
including:
whichproducts
orservices
it shoutd
(paragraph
F)
selt,whichmarkets
it shouldbein andhowprofitscanbeincreased
t . . . . . .P
. .. . . . . . . .
8 hardfactsandfigureswhichdo notinvolveopinionandwhichcanbe understood
in thesameway
F)
byeveryone
whoviewsthem(paragraph
o . . . . . .c. . . . . . . . .
9 a s p e c i f i c s e tsokfi l l s w h i c h a r e c o n s i d e r e d t o b e e isnsoerndtei ar fl oar n e m p l o y e e t o b e e f f e c t i v e
in a seniorrote(paragraph
D
b . . . . . .c. . . . . . . . .
10 whencompanies
workoutwhether
theyhavetherightemptoyees
to fill seniorpostsasthepeople
(paragraph
positions
in these
teavethecompany
F)
.
.
.
.
.
.
t..
P
Wordpartnerships
simitarto thosein the article.
Matchtheverbs(1-8)with phrases(a-h)to makeexpressions
L to compare
2 to manage
3 to recognise
4
to measure
5 to develop
6 to use
7 to develop
8
54
to establish
a)
b)
c)
d)
e)
a singlecorporate
strategy
a sharedHRframework
HR'sstrategic
rolein addingvalue
keyemptoyee
statistics
HRpolicyanddevelopment
importance
the
of people
to thesuccess
ofthebusiness
0
divisions
of different
d theperformance
h) peopleasa resource
for business
U N I T1 3 "
tr
B U I L D I NAGS T R O NH
GRB R A N D
Sentence
completion
A andB to completethesesentences.
UsewordsandphrasesfromExercises
lifethesedays.
1 HRdepartments
areplaying
a moret........rolein corporate
2 B u s i n e s saerses t a r t i n g tro. . . . . . . . t hi e
m p o r t a noc fep . . . . . . . . ttoh es u c c e sosf t h eb u s i n e s s .
moreinterested
in measuring
HR'srolein a........v........to theirbusiness.
arebecoming
3 Companies
co
l m p a r i s oannsdm e a s u vr ea r i o u s
4 A l t h o u gcho m p a n i de osu s ek . . . . . . .e.. . . . . . .t . . . . . . .t .o m a k ei n t e r n a
business,
using
for
externaI
reporting
is
not
so
common.
aspects
of the
them
p........
human
resources
taskis9........
surethatthecompany
hasenough
5 Animportant
, making
qualified
positions
emptoyees
whentheexisting
managers
andexperienced
to filltheseniorandstrategic
employees'
leave
thecompany.
Keyemployee
statistics
canbeusedto compare
b........
c.........
tr
Understandingexpressions
Choose
the bestexplanation
for eachphrasefromthe article.
partsof thebusiness
1 'People
fromdifferent
weretalkingquitedifferent
languages...'(lines
13-15)
mothertongues
a) haddifferent
waysof doingthings
b) haddifferent
(tines56-57)
planning
2 '...succession
for keypostsis adequate...'
a) goodenough
b) average
...'(tines75-78)
3 'Asa result,thereis stilla greatdegreeof cautionon thepartof companies
pay
companies
have
a
big
deposit
a)
to
b) companies
areveryunsureaboutit
([ines92-94)
for business
withthesamedegreeof rigouranddiscipline...'
4 '...asa resource
andprofessionally
a) ascarefutly
b) asstronglyandforcefully
provideusefulinformation
Doyouthinkthatkeyemployee
statistics
abouta company?
Thinkaboutsomeof thedifferent
in thearticle.Doyouthinkthepublicwould
areasmentioned
generally
be interested?
you
lf
werethinkingaboutjoininga company
wouldyoube interested
asanemployee,
in knowing
howlongemployees
Wouldit bea goodindicator
tendedto staythere?
of how
youknowof.
industries
happytheywerein thecompany?
Thinkaboutdifferent
55
Thisunit looksat the roleof softwarein humanresources
decision-making.
Discuss
thesequestions.
1 lf a company
hasto makeemployees
redundant
in yourcountrydo youknowof anylawsand
manages
conditions
whichgovern
thewaythecompany
thisprocess?
2 Howdo companies
Dotheyuseanyparticutar
criteria?
decide
whoto makeredundant?
tr
Understandingthe
mainpoints
pageandsaywhetherthesestatements
Readthearticleontheopposite
aretrue(T)or false(F).
ldentifythe partof thearticlethatgivesthisinformation.
1 Companies
whotheyshouldfireasmuchastheydoto decide
usecomputer
technology
to decide
who
to recruitthesedays.
2 lt is betterto leavedecisions
whoknowtheir
aboutwhichemployees
to makeredundant
to managers,
employees
better.
3 E-firing
software
cansavecompanies
a greatdealof timeandmoney.
or downsizing,
a company
caneasilylosekeystaffif it doesn'ttake
4 Duringa periodof restructuring
thattheywillstaywiththecompany.
stepsto identifythemandensure
5 E-firing
software
canbecombined
witha numberof otherwebapplications
to maketheredundancy
selection
orocess
moreeffective.
you
5 Oneof thewaysof deciding
whichemployees
shouldgo is to firstworkoutwhichemployees
shouldkeeo.
aboutwhichemployees
keepearlyon in
7 Mergers
between
companies
whichhavethought
theyshoutd
theorocess
havebeenmoresuccessful
thanthosewhichhaven't.
tr
Understandingdetaits
Readthearticleagainandanswerthesequestions.
1 Whentwocompanies
merge,
whatis oneof themainwaysin whichtheycansavemoneyin thefuture?
2 Whichtwomainbusiness
objectives
doesthistypeof software
helpbusinesses
to align?
In
which
three
situations
can
e-firing
be
useful?
3
software
4 Whatlengthof delayin makingemployees
redundant
canresultin losingover25o/o
of thedesired
cost
savings
of a merger?
doese-firing
5 Whichothersoftware
applications
software
tinkwith?
group
problems
6 lf a company
firestoo manyof a particular
of employees,
whattwopossibte
resulting
mention?
doesthearticle
56
U N I Tr 4 "
E-FlRlNG
Computersays:
'You'refired'
by Joia Shillingford
A While many companieshave adopted
e-recruitrnenttechniques- for example
postingjobs on theweb- thebenefitsof
e-firingareknown to fewerbusinesses.
s The practicemay soundvery unpleasant,but - asmany who haveworked in
a shrinking organisationmight agreesoftwarecould hardly do a worsejob
thansomemanagers.
B
E-firing softwareis particularlyhelpful to managementsin the event
of a merger or acquisition(M&A),
where part of the logic of the deal is
that the combinedbusinesseswill
1 5 needfewer staff.
C By usingsoftware,the processcan
quickly what it will cost to close a
ware, every time I went through a
be speededup so that the beststaffdo
not leavewhile uncertaintyhangsover +s restructuringprocess,the Chief Finanwhole unit andif it will disproportionately affect a group of employeessuch
cial Offlcerhadhis or her spreadsheets,
thebusiness.
To illustrate,a one-month
human resourceshad theirs and the
zo delayin working out whichjobs to cut
as womenor ethnicminorities,which
legal department were looking at 75 could lead to legal casesor an unbalcould reduceexpectedcost savingsof
ancedworkforce.
anotherone!Moreover,whentheChief
$500ma yearby morethan$150m.
H However,this type of softwaredoes
so Executive changed the amount of
D But delaysare commonbecauseof
not simplydealwith reducingtheheadmoney he wantedto save,the figures
the difficulty andemotioninvolved in
had to be calculatedagain,and it was
zs deciding who should stay and who
count; it also helps to identify top
performersor employeessuitablefor
very difficult to getall the spreadsheets
should go. That is why humanretraining.In arecentstudyof 40 M&A
to matchup.'
resourcessoftware is increasingly
deals,it wasfoundthatin 15 dealsclasBut this type of softwareenables
being used to help businessesalign F
merger candidatesto set up a hypofinancialandorganisational
objectives
sified as 'successful',nearly every
thetical event, such as a merger or
companywhich took over a business
:o in situationsin which they needto get
rid of employees.Theseincludemergidentifiedkey employeesfor retention
acquisition,and a goal, suchas how
during due diligence (the processby
much they want to reduce the headers and acquisitions,redeployments,
reductionsand ordinaryterminations. 60 count by. Or what skills they want to
which companiesverify that the
intendedpurchaseis viable) or within
end up with in the combined
By linking to other businessapplica30 days of the announcement.
business.You can look at your work:s tions, suchas payroll and the humanIn
resourcesdatabase,this type of
marked contrast, this only happened
force in a variety of ways including:
performance,pay, age,geographyor
softwarecan put all the important data
in onethirdofthe 'unsuccessfirl'deals.
in one place for senior managers os businessunit.
to analyse.
G Equally,you canlook at a combinaHanson,Vice-President
tion offactors,suchassalesby business
E
Samantha
of
unit, lengthof serviceor the successof
HumanResourcesat Vurv, a company
applicants hired by one particular
which producesthis type of software,
says:'Before we introducedthis soft- ro recruiter.In this way,you can seevery
FT
57
UNlTr4 "
E-FlRlNG
tr
search
Word
in thearticlewhichfit thesemeanings'
Findwordsor phrases
(paragraph
A)
of e-recruitment
1 theopposite
o-l
2
A)
gettingsmalteror downsizing(paragraph
3
t........
with them (paragraphE)
that canshow rowsof figuresand performcalculations
computerprogrammes
t........
(paragraphF)
4 the total numberof employeesa companyemptoys
h........
or culturefrom most of the employees
5 smattgroupsof peoplewho havea differentcountryof origin
(paragraph
G)
e . . . . . . .m. . . . . . . . '
strongand talentedemployees(paragraphH)
particutarty
6
t . . . . .. p . .
at thiscompany's
lookscarefutty
company
another
aboutbuying
wnichisthinking
7 whena company
H)
bytaw(paragraph
do
it
must
as
viabte,
tegatly
and
nnanciatty
purchase
is
to checkthatthe
accounts
A . . . . .d. . . . . . . . .
tr
Definitions
!|
WordpartnershiPs
canbe
whene-firingsoftware
situations
fromtheartictewhichdescribe
Matchthesewordsandphrases
(a-d).
usefut(1-4)withtheirmeanings
thecompany
leaves
emptoyee
andacquisitions a) whenanindividuat
1 mergers
to anotherdue
aremovedfromonedepartment
b) whenemployees
2 redeployment
reorganisation
to a company
whenonetakesover
usuatly
iointogether,
c) whentwocompanies
3 downsizinC
interest
theotherandhasthecontrolting
in orderto savecosts'
itsworkforce
reduces
d) whena company
4 ordinary
iobtermination
downturn
oftenduringaneconomic
by
fromthe artictewhichdescribeactionsperformed
Matchthesephrasesto makewordpartnerships
departments'
andhumanresources
companies
1 t o p o s tj o b s
obiectives
a) and organisationaI
2 to alignfinancial
b) top performers
3 to get rid
c) on the web
4
58
to go through
d) theheadcount
5 to recluce
e) a restructuring
Process
6 to identify
f) of emptoyees
U N I Tr 4 "
E-FlRlNG
Wordfamilies
Complete
thechart.
noun
I
2
redeployment
verb
to merge
to acquire
l
4
to reduce
termination
5
to retain
downsizing
7
Sentencecompletion
Usewordsandphrases
fromExercises
A-Din thecorrectformto complete
thesesentences.
1 Whentwocompanies
. .......to formonelargecompany,
unfortunately
forsomeof theemployees,
t h en e wc o m p a noyf t e n. . . . . . ...
2 Themanagement
haveto decide
whichemployees
theyshoutd
........andwhichtheyshoutd
fire.
3 lt is important
forthemnotto losetheir........
experience
in thebusiness.
otherwise
thevwittlosethebestskillsano
4 Insomecases,
therefore,
it is betterto ........goodemployees
to otherdepartments
thanto ........
theiremployment
withthecompany.
5 Themanagers
canuse
software,
whichcanbecombined
witha number
of human
r e s o u r c e s w e b a p p l i c a t i ocnasnb
a rnidn g t o g e t h e r t h e . . . . . . . . o f v a r i o u s d e p a r t m e n t s s o t h a t t h e
process
decision-making
is simplerandfaster.
6 I nt h i sw a yw
, h e na c o m p a ngyo e st h r o u gah. . . . . . .p. r o c e sasn, dr e d u c ei tss. . . . . . .,.i t c a n. . . . . . .i.t s
organ
isational
andfinanciaI
objectives
effectively.
Whatis yourimpression
of thesoftware
described
in thearticle?
ls it a sinister
application
of modern
technology
or a necessary
innovation
of modernsociety?
Doyouthinksuchsoftware
canreallybeeffective?
Dospreadsheets
knowmoreabouta company's
employees
thanits managers?
Thinkaboutverylargeandverysmallcompanies.
fora temporary
humanresources
Thisunitlool<s
at a jobadvertisement
manager.
Discuss
thesequestions.
wouldyouexpectto bespecified
in anadvertisement
1 Whatqualifications,
skillsandexperience
forthepostof HumanResources
Manager?
2 Whatresponsibilities
anddutiesmightbedescribed?
tr
mainpoints
Understandingthe
pageandanswerthesequestions.
Readthejob advertisement
ontheopposite
position
1 Howdidthistemporary
arise?
2 Whatis thecurrentsituation
of thecompany?
playin relation
to thissituation?
3 Whatrolewi[]theHRManager
of theHRdepartment?
theefficiency
4 Whatneedsto bedoneto increase
do to attractandretainstaff?
5 Whatcanthe HRManager
in linewithlegalrequirements?
5 Whichtwospecific
tasksneedto be performed
in thepharmaceutical
industry
essential?
7 ls a background
needexperience
in?
8 Whichareasof change
management
doestheapplicant
needto beableto communicate
in French
andEnglish?
9 Howwelldoesthe HRManager
tr
Understandingdetails
Readtheadvertisement
againandanswerthesequestions.
1 Whatdoesinterimmeanin theiob title?
Whatdoesthistermmean?
2 Whatdoesc.standfor in thesalaryspecification?
per
annum?
3 Whatis meantby
E
Information
search
Readtheadvertisement
of the HRManager
arein relation
againandsaywhatthe responsibitities
to thefollowingpeople.
1 theSenior
Human
Resources
Manager 4 tinemanagement
2 a department
of 15
5 unionrepresentatives
5 multifunctional
teams
3 seniormanagement
60
UN|T15"
IOBADVERTISEMENT
InterimHRManager- Temporary
Globatpharmaceutica[
company,
France
c.€40-55,000perannum
I A leading
gtobatpharmaceutical
companyis urgentty
seeking
a HumanResources
Manager
to join itsteamin Paris.
Supporting
theSenior
HumanResources
Manager
and
leadinga department
of 15,youwill oversee
the provision
of HRservices
andptaya
pivotalrolein the process
of organisational
restructuring.
Thisisa 1Z-monthcontract
s covering
maternityleave.
s RESPONSIBILITIES
C CANDIDATE
REQUIREMENTS
Thekeyareasof responsibility
aredetailedbetow,but
TheideaIcandidate
will havea stronginternational
thesemayvaryandthe HumanResources
Manager
wi[[
background
with a trackrecordof success
in a similar
performadditionaI
tasksasandwhenrequired:
corporateenvironment.
As a point of contactfor all
ro . Manage
+s internalandexternalHRissues,
yourteamto maximise
you musthave
the efficiency
of the
HRdepartment.
outstanding
Thiswilt inctudeestablishing
communication
skittsandbe ableto
planfor HRstaff.
a realistic
collaborate
succession
with multifunctional
teamsto deliveran
. Supportthe development
HRservice
whichis compatibte
andimplementation
with the companys
of HR
goats.lt is essential
strategyacross
the wholeorganisation
that you canrespond
in areassucn
to the
ls asrecruitment
needsof this business;
andretention,
employee
you needthe
orientation, so ever-changing
employee
confidence
relations,
to provideinnovative
performance
managemenr,
HRsolutions
andhave
the credibility
traininganddevelopment,
andintegrityto presentthemto atl levets
andcompensation
and
of the organisation.You
benefits.
Supervise,
evaluate
alsoneedan autonomous,
andmonitorthe delivery
hands-on
of theseservices
approach
and constantlyseekwaysof making
andthe abitityto managea heavy
20 them moreeffectiveandcost-efficient.
D worktoad.To be consideredfor this rote,the fottowing
requirements
. Adviseandliaisewith seniormanagement
mustbe futfitted:
on HR
. A Master's
degree
in HumanResource
Management
decision-making.
Communicate
newpo[icies
anc
or
equivalent
procedures
across
the business
andprovidefoLLow-up.
. A minimumof fiveyears'experience
. Deviseandro[[out organisationaI
in an HR
changestrategies
60
management
role
25 whicharealignedwith organisationat
valuesandgoats.
. Demonstrable
. Srppty[inemanagement
experience
in a broadrangeof HR
with the appropriate
areas
and
exposure
to
change
management
issues
information
to hightightHR-retated
issues
that wit[
suchasrestructuring
andredeployment
havean impacton performance
andproductivity.
. A trackrecordin managing
. Regutarty
relationships
in your
updatecompanysalarystructure,
job
65
organisation
and
delivering
HR
services
to
key
30 documentation,
appraisaI
systemsandemployee
stakeholders
in the business
feedback.
Ensure
that the emptoyment
benefitsand
. ExceptionaI
remuneration
policies
abitityto analyse
remaincompetitive
dataandprovide
in orderto
attractandretainhigh-ca[ibre
recommendatlons
personne[.
. Co-operate
. ldeattya background
with unionrepresentatives
in the pharmaceutical
to resorve
industry
35 employee-relations
issues.
Ensure
that suchissues
are zo . Extensive
experience
in negotiatingcontracts
handledin accordance
with companypoticyandtegal
. A basicknowledgeof Frenchemptoyment
law
reouirements.
. Proficient
in
French
andEngtish
. Overseethe payrotlfunction.
. Maintaina[[personnel
records
in tinewith tegal
40 requirements.
61
UNIT15"
IOBADVERTISEMENT
competence
or abitity(paragraphB)
members
(paragraph
fromdifferent
departments
C)
believable(paragraph
C)
and ethical(paragraph
C)
a n d m a k ed e c i s i o n isn d e p e n d e n t (l yp a r a g r a pCh )
(paragraph
C)
(paragraphs
C/D)
(paragraph
achievements
D)
Wordfamilies
Complete
thechart.
verb
noun
to supervise
verb
noun
to maintain
9
to rollout
2
to provide
10
to advise
3
to assist
11
to follow up
12
to liaise
to resolve
5
to implement
6
to respond
7
to update
8
to oversee
to suppty
to align
to anatyse
I4
UNIT15"
JOBADVERTISEMENT
Sentencecompletion
UsewordsfromExercise
Bto complete
There
maybemorethanonepossible
thesesentences.
answer
insomesentences.
1 T h eR e g i o n aSI a l e sM a n a g ew
r i l t. . . . . . . .w i t h c o u n t e r p a r ti sn o t h e rd i v i s i o n s .
2
T h eS i t eM a n a g e r 'm
s a i nd u t i e si n c l u d et h e . . . . . . . .o f c o n t r a c t o rtso e n s u r et h a t h e a t t ha n ds a f e t y
regulationsare followed.
3 T h ep o s t h o l d ewr i t t. . . . . . . .c u s t o m ear c c o u ndt e t a i l so n a r e g u l a b
r a s i ss o t h a t n e wo r d e r sc a nb e
h a n d l e di n a n e f f i c i e nm
t anner.
nf m a r k e t i n g
4 T h eM a r k e t i n gM a n a g ew
r i t t. . . . . . . .t h e p r o d u c t i o o
e i g hs t a n d a r d s
c a m p a i g ntso g u a r a n t e h
and cost efficiency.
5 T h i sr o t ew i l t i n v o l v ew o r k i n gc l o s e l yw i t h t h e D e v e l o p m e nMt a n a g eor n t h e . . . . . . . .o f a n e w
appraisats
system.
6
O n eo f y o u rm a i nr e s p o n s i b i t i t iw
e si l l b e t o . . . . . . . .c u s t o m e rw
s i t hd e t i v e r d
y a t e sa n d d e t a i l s .
s y p h o n ea n de - m a i l .
7 Y o uw i t t. . . . . . .t.o q u e r i e b
8
A k e yr e s p o n s i b i l i itsyt o p r o v i d e. . . . . . . .t o c u s t o m e rw
s h o a r ee x p e r i e n c i nt e
g c h n i c apl r o b l e m s .
9 TheAccounting
Managerwillensurethat regionaI
activities
areperformed
in ........with globalstandards.
1 0 T h el T S u p p o rA
t s s i s t a nwt i l t b e e x p e c t e tdo . . . . . . . .p r o b l e m sw i t h s o f t w a r e .
Prepositions
Complete
thesesentences
usingtheprepositions
inthebox.
in in in in of to to
1 Thisrolerequires
........cashandstockmanagement.
experience
2 Keyskitlsinclude
anexceptionaI
knowledge
........warehouse
management
tools.
3 l d e a t tyyo, uw i t lh a v ea b a c k g r o u.n. .d. . . .l.o g i s t i c s .
4 A trackrecord
........improving
andgrowing
a business
is essential.
5 T h i sp o s rt e q u i r et hs ea b i t i t y . . . . .w. .o. r ku n d epr r e s s u r e .
6 ThesuccessfuI
proficient........
candidate
mustbehighty
Engtish.
........technical
aspects
7 Exposure
of banking
operations
wouldbedesirable.
;3::1fi
',,-,,
job,a previous
Thinkabouta jobthatyouarefamiliar
position
with:yourcurrent
or onethatinterests
you.Usingtheadvertisement
job.
on page61asa model,writean advertisement
foryourchosen
Onceyouhavewrittenyouradvertisement,
positions
findrealadvertisements
forsimilar
in
newspapers,
in journals
or ontine.
Compare
themwiththeadvertisement
thatyouhavewritten.Did
theyspecify
thesamequalifications,
responsibilities,
skitts
andexperience?
Didtheyusesimilar
vocabulary?
lf thereareanynewwords,checkthemin a dictionary.
63
whichoutlinesthe termsand
Thisunit looksat a letterof appointment
relatingto the iob beingoffered.
conditionsof employment
Discuss
thesequestions.
youexpectto
in a letterofappointment?
beinctuded
1 Whatterms,
conditions
andentitlementswould
you
whether
to accept
an
important
to
when
deciding
arethemost/least
2 Whichtermsandconditions
Why?
offerof employment?
tr
mainpoints
Understandingthe
Readthe letteron the oppositepageand answerthesequestions.
r e b a s e d ?W i t th e b e e x p e c t e tdo w o r kt h e r ea l l o f t h e t i m e ?
1 W h e r ew i t l M r H a r o e b
3
a bonus?
H o ww i t tt h e c o m p a n yd e c i d ew h e t h e ro r n o t h e s h o u l dr e c e i v e
p
e
r
f
o
r
m
i
n
g
n
o r m ap
l l a c eo f w o r k ?
d
u
t
i
e
s
o
u
t
s
i
d
e
t
h
e
w
h
e
n
h
i
s
e
n
t
i
t
l
e
m
e
n
t
s
W h a ta r e
4
Witthe be expectedto work overtime?
2
on his use of annualleave?
5 Whatarethe restrictions
6 Howmuchnoticedoeshe haveto giveduringthe probationaryperiod?
tr
7
W h e nm i g h ti n s t a n d
t i s m i s s aol r s u s p e n s i ofnr o mw o r kt a k e p l a c e ?
8
WhatdoesMr Harperhaveto do to acceptthe offerof employment?
9
W h i c hd o c u m e n tw
s i l l f o r mt h e c o n t r a cot f e m p l o y m e n t ?
Understandingdetails
Readthe letteragain.Whatdo the followingfiguresreferto?
7
2
3
4
5
6
64
3)anuary2011
EUR40,000
90 days
30 minutes
20 days
threemonths
U N I T1 6 " ' L E T T EORFA P P O I N T M E N T
Mr John Harper
45 BoltonRoad
BethnalGreen
London
E2 sEY
1gth November2010
T-Solutions
Bokkerlcan 563
Amsterdam
Netherlonds
Dear Mr Harper,
Followingyour recentinterviewat the T-Solutionsheadquartersin Amsterdam,I am pleasedto otferyou the
positionof CustomerServicesManagerin T-SolutionsUK on the followingterms:
1
2
3
4
5
6
7
8
9
Youremployment
willcommenceon 3 January2011.
Yournormalplaceof work will be at the T-SolutionsUK officein AlbertStreet,West London.However,to
performyour dutiesas CustomerServicesManager,you will be requiredmake visitsto companybranches
in other regionswhen instructed.
Yourstartingbasic monthlysalarywill be the equivalentof EUR 40,000 per annum.Yourperformancewirr
be evaluatedat scheduledintervals,and the companywill adjustyour salaryat its sole discretion.
Aftersatisfactory
completionof the first90 days of employment,you may be eligiblefor a bonus.The securing
of subsequentbonuseswill be basedon the achievementof goalsset in your performanceappraisaland on
overallcompanyperformance.
You will be entitledto claim traveland subsistenceexpensesfor dutieswhich are performedoutsidethe
normalplaceof work. lf your expensesexceedthe ratesspecifiedon the companyclaimsform, they may
not be reimbursed.
Yourworkinghoursare Mondayto Friday,from g a.m. to 5.30 p.m. You are entitledto a 3o-minutelunch
breakeach day. You may be requiredto work additionalhoursto fulfilyour duties.
In additionto publicholidays,you are entitledto 20 days'paid annualleaveupon one year's service.
Unusedannualleavecannotbe carriedforwardto the subsequentyear.
The durationof your probationaryperiodwill be three months.Duringthis period,each partyhas the right
to terminatethe contractby givingone week's noiiceor, in lieu of notice,the equivalentof one week's
salary.The Companymay extendthe probationaryperiodto reviewyour performanceand conduct.You
may be subjectto instantdismissalor suspensionfrom work if you are guiltyof misconductor in breachof
the terms and conditionsof employment.
Periodsof noticeafterthe probationaryperiodare specifiedin the full terms and conditionsof employment.
This offerof employmentis subjectto the provisionof two professionalreferencesand copiesof diplomas
and certificates.
lf you would like to acceptthis ofier of employment,pleasesign and date the attachedcopy of this letterand
returnit to us with the above documents.We will then ask you to sign a copy of the full terms and conditionsof
employment,whichwill, togetherwith this letterof appointment,form your contractof employment.
Pleasedo not hesitateto call me if you have any questionsaboutthis appointment.
We lookforwardto welcomingyou to our company.
Yourssincerely,
UaTY\anser
Eda Manser,Directorof Human Resources
I acceptthis offer of employmentunderthe terms and conditionsspecifiedabove.
(Signature)
(Date)
65
UNIT16 '> LEfiEROFAPPOINTMENT
words
Scrambled
Usethedefinitions
to unscramble
thewordsfromtheletter.
1 a l o c a ld i v i s i o no f a b u s i n e s s
BARH
NC
2
paymentfor meansof survival,suchas food
S I S UN S E T C B E
3
m a k ea r e p a y m e nf to r m o n e ys p e n t
RIB M
SEREU
a t r i a lp e r i o dd u r i n gw h i c ha c o m p a n ya s s e s s ew
s h e t h e ra n e we m p l o y e e
i s r i g h tf o r t h e j o b
N I O P R R A O Y BI D
AR
TOPE
a writtenstatementabouta person'scharacter,
abilityand skitts
CEER
NFEER
5
b a do r i n a p p r o p r i a tbee h a v i o u r
UMNISTDCCO
7 t h e a c t o f f i r i n gs o m e o n ei m m e d i a t e l y
A N I N T SS
TA I S D I L S M
8
t h e a c to f t e m p o r a r i lrye t e a s i nsgo m e o n ef r o mp r o f e s s i o n a
d lu t i e sa s a p u n i s h m e n t
S NU O E S I S P N
Sentencecompletion
Usethewordsandphrases
fromExercise
A to complete
thesesentences.
1 W h e nI w a so f f e r e dt h e j o b , I a s k e dm y f o r m e re m p l o y etro p r o v i d ea . . . . . . . ..
2
H ef a c e s. . . . . . . .f r o mh i se m p l o y m e nf to r o n e m o n t hb e c a u s eh e w a sc a u g h st m o k i n gi n t h e s t o r er o o m .
3
' se r f o r m a n chea sb e e ns a t i s f a c t o rtyh,e a p p o i n t m e n t s h o u bt de c o n f i r m e d
lf thepostholderp
inwriting
a t t h ee n do f t h e . . . . . . . .
4
T oc l a i m. . . . . . . .e x p e n s e sy,o u w i l l n e e dt o p r o v i d er e c o r d s u c ha s r e s t a u r a nr te c e i p t s .
5
H er e c e i v ea
d f i n a lw r i t t e nw a r n i n gf o l l o w i n gs e r i o u s. . . . . . . .w h i c hi n c l u d e dt h e f to f c o m p a n yp r o p e r t y .
6
l f y o u t r a v e fl i r s tc t a s st,h e c o m p a n ym a yn o t f u t t y. . . . . . . .y o u rt r a v e e
l xpenses.
7
B e f o r eI b e g a nw o r k i n gi n t h e f i r m ' sh e a d q u a r t e r Isw
, a s b a s e di n a [ o c a 1 . . . . . .i.n. m y h o m et o w n .
I
W h e ne m p l o y e easr ed i s m i s s e dt h, e ya r eu s u a l l ye n t i t l e dt o t h e n o t i c ep e r i o ds e t o u t i n t h e
e m p l o y m e ncto n t r a c tH. o w e v e ri n, t h e c a s eo f . . . . . .
c o m p a n yi m m e d i a t e l w
y ,i t h o u ta n y n o t i c e .
66
, t h e e m p t o y e ies a s k e dt o l e a v et h e
UNIT16 "
LETTER
OFAPPOINTMENT
Wordsearch
Findwordsand phrasesin the letterwhich havethe samemeaningas the wordsin italic.
outsidethe normalworkinghours.(point2)
1 Theemployeemay be fold to remaincontactable
judgemenf,
transferthe employeeto anotherdepartment
2 TheCompanymay,accordingto its own
w i t h o u ta d j u s t i n gh i s / h e rs a l a r y(.p o i n t3 )
targets.(point4)
3 You maymeetthe requirements
for promotionif you achieveyour performance
i l lh a v e t h e r i g hfto e i g h t h o u r s ohf o t i d a y p a y p e r p u b l i c
l n a d d i t i o n t o a n n ulaela v e , t h e e m p l o yw
ee
hotiday.(point5)
5 Theemployeemayhavefo completea monthlytime sheet.(point6)
4
7
Oneweek'snoticemay be givenby eitherside in this controcfto terminatethis Contractof
E m p l o y m e n(tp. o i n t8 )
will be madein placeof annualleavenot taken.(point8)
No paymentor compensation
8
(paragraph
afterpoint9)
on satisfactoryperformance.
Renewalof this employmentcontractdepends
6
Vocabulary
development
intheboxto complete
thesesentences.
Usethewordsandphrases
adlust carryforward claim extend give in breachof
secure set out
placeof work.
1 Youcannot
........ expenses
fortravelling
to yournormal
to company
2 Employees
havetheopportunity
to ........a bonusbasedontheircontribution
oerformance.
maybepermitted
therightto ........annual
leaveto
employees
exceptional
circumstances,
3 Under
year.
thefollowing
periodbeyond
itsexpiry
date.
reserves
therightto ........theprobationary
4 Theemployer
procedures
whentheyare........termsandconditions.
disciplinary
to standard
5 Attstaffaresubject
d fn o t i cw
e h i c hi s. . . . . . .i.nt h eC o n t r aocftE m p l o y m e n t .
6 B o t hp a r t i easr eo b l i g etdo . . . . . . .t.h ep e r i o o
yoursalary
accordingly.
to workparttime,wewi[[........
7 lf youdecide
setoutin theletterof appointment
on
Findoutwhether
of employment
thetermsandconditions
page65 arecompatible
lawin yourcountry.
Summarise
anypointsthatmayneed
withemployment
yourideaswithotherpeoplein yourclass.
to bealteredthencompare
points:
Findoutaboutoneof thefotlowing
Dofurtherresearch
lawin yourcountry.
on employment
. Hownewappointments
areconfirmed
o Whenandhowa contract
is formedbetween
andemployee
theemployer
o Whattheemployer
of employment
hasto do if it wishesto change
thetermsandconditions
aftertheyhavebeenagreed
withtheemployee
to therestof theclass.
Present
a summary
of yourfindings
67
whichis a
appraisal,
Thisunit looksat a recordof an annualperformance
performance
andprogress.
of an employee's
evaluation
scheduled
Discussthesequestions.
1 W h a tp o i n t sm i g h tb e d i s c u s s e idn a p e r f o r m a n caep p r a i s a l ?
'a
appraisalsare wasteof time'. Howcanthey be madeeasier
2 Someemployeesfeelthat performance
appraisal?
Whatarethe benefitsof a well-handled
and moreproductive?
tr
Understanding
themainpoints
pagewaswrittenbythemanager
whoconducted
the
recordontheopposite
Theperformance
appraisal
withhisemployee.
Readit andmatchthe
themainpointsthathediscussed
appraisal;
it summarises
(a-h).
points(1-8)withthecorresponding
examples
withinstores
a) Betterservice
1 Oneof Pitar's
strengths
workshop
of mentoring
anda three-day
b) Theprovision
2 Anachievement
of sessions
withstaffin storesacross
c) Scheduling
duringlastyear's
3 Hermainobjective
performance
the region
appraisat
year's
Promotionto RegionalStoreManager
d)
futfil
last
objective
Action
taken
to
4
e) Theabitityto givegoodfeedback
thisyear
5 Herchallenge
6 Actionto betaken
0 P r o m o t i o ins c o n d i t i o n aoIn i m p r o v e m e ni nt p e r f o r m i n g
administrative
tasks
obiectives
7 Hercareer
g) Efficientuse of time at the HeyworthStore
8 Garv'srecommendation
h) Organisedand efficienthandlingof financialfigures
a n ds a l e sd a t a
Understandingdetails
aretrue(T)or false(F).
Readthe performance
appraisalrecordagainandsaywhetherthesestatements
Correct
the falseones.
stores.
therevenue
ofstruggting
1 Pilarhasincreased
withinthestores.
2 Shehasimproved
staffmoraleandworkingpractices
wastoo heavy.
storecomplained
thattheirworkload
at the Heyworth
3 Lastyear,somesupervisors
store.
4 Pitarhasto travela longwayto getto the Heyworth
good
holdswithstaff.
response
the
sessions
she
There
has
been
a
to
5
handting
figuresasshewasnotcomfortabte
5 Pilartooka longtimeto updatefinancial
data.
numerical
to anotherregionor abroad.
7 Pilardoesnotwantto betransferred
overthepastyear,shewillbe promoted.
8 Dueto herprogress
68
UNIT17 "
PERFORfifiANCE
APPRAT!
PEHH*ffiF"€&ffi
#X &FFffi&E
S&t
Summcry of discussion points
Performanceappraisalof : PilarGarcia-Martinez
Position:AssistantRegionalStoreManager
Length of service: 5 years
Conducted by: Gary Lynch
D a t e : 1 6D e c e m b e r
The following points have been agreed:
€i eexprxbiiiti*s und *tr*t:gths
Pilar:
. has the abilityto motivateand directthe work of her
subordinates.
. is articulateand oersuasive.
. deliversfeedbackclearlyand constructively.
. is good at findingsolutionsto boostrevenue,cut
costsand enhancethe imageof strugglingstores.
. has excellentjudgementand acts quicklyto prevent
ootentialrisks.
3] &ehi*vemcr:ts
Pilar:
. has increasedthe salesof under-performing
storesand identifiedoppoftunities
for improving
revenue,such as modifiedproductlines,innovative
marketingand merchandising,
creativeproduct
displaysand effectivepricingstrategies.
. has strengthenedstaff moraleand adaptedworking
practicesso that the storesare operatingto their
optimumefficiency.
. has ensuredan improvement
in the levelof service,
as well as the overalloresentationof the stores.
. takespridein her role in establishing
an efficient
recruitment
system.
3) Fuifiiment *f lasi ye€r'= rncica*b!*ctiv*{s}
Duringher lastappraisal,Pilarexpresseddifficulty
keepingtrack of supervisoryactivitiesin the Heyworth
store.Furthermore,
some supervisors
therefelt
neglectedand that adequatetime was not taken to
addressimoortantissuesin the store.
Pilarwas awarethat she could not affordto soend
more time at the HeyworthStore- only a few
hourseachouarter- due to the distanceand
time constraints.
She agreedthat she neededto
make moreefficientuse of her limitedtime at the
store.Sincethen,she has scheduledsessionsin
all storeswithinthe region,whichincludereviews
of work in progress,plansfor upcomingwork and
generalguidance.She has also established
a more
follow-upsystemso that she can
comprehensive
monitorissueswhichhavearisenat meetings.
There has been very positivefeedbackfrom many
stores,includingthe Heyworthstore,aboutthe new
sysrem.
4) Chalieng*s ,rgc*€s t* !rxpr*v*
Pilarundertakesvariousadministrative
taskswhen
the RegionalStoreManageris absent,such as
providingfinancialfiguresand salesdatato head
officewhen requested.On severaloccasions,it was
notedthat figureswere not handledin an organised
and efficientmannerand therewere some errors.
She admittedthat she lackedconfidencewiththe new
retailmanagementdatabasesystem(RMDS)and, as
a result,foundit time-consuming
to updaterevenue
and salesdata.
5) Actien io be tcken
Pilarwill be providedwith mentoringto refineher
skillswhen handlingdata and usingreporting
systems.She must also attenda three-dayworkshop
on the RMDS.
6) Career *bjeetiv**
Pilarhas exoresseda desireto be consideredfor the
roleof RegionalStoreManager.She is preparedto
transferto anotherregionor even abroad.
7) Recam:etendsti*r:+ / e*rnxae*ts
Pilarcontinuesto be a dedicated,high-performing
employeewho has progressedconsiderably
this
year,whichmeansshe couldbecomea contenderfor
promotionto regionalstoremanagerwithinthe next
year.This woulddependon her abilityto masterthe
tasksmentionedabove,whichwill be
administrative
reviewedin threemonths.
Due to her exceptional
effort,our under-performing
storeshaveexceededtheirsalesgoals,so she will
be awardeda bonuswhich reflectsher achievement.
59
UNIT17 "
RECORD
APPRAISAI
PERFORMANCE
tr
Word
search
in itatic.
reportwhichmeanthesameasthewordsandphrases
in theperformance
appraisal
Findadiectives
(section1)
pubticspeakerbecauseheis veryclearandeosyto understand.
1 Heis an excellent
others.(section1)
whensheneedsto influence
2 Sheisveryconvincing
to theirbestlevelof efficiency.
teamareoperating
3 Withthenewsystemin place,theproduction
(section
2)
on hisowngoalsratherthan
exctusively
hefocuses
andforgottenbecause
4 Hisstafffeelabandoned
(section
3)
thoseof theteam.
(section
3)
to workoutsidehisdaityroutine.
5 Hedoesn'thaveenoughexperience
performance
appraisals.
fortheapproaching
hisor herteammembers
needsto prepare
6 Eachmanager
(section3)
assignments.
on to complete
of staffwhocanbecounted
member
Sheis a committed
(section7)
an actionplanfor deatingwiththefailing/ineffective
Directorrequested
ThenewManaging
(section
7)
department.
Definitions
appraisalreport(1-8)with theirmeanings(a-h).
Matchthesewordsandphrasesfromthe performance
areshownin a store
a) thewayproducts
1 a subordinate
withothers
person
is
in
competition
product
who
b)
a
display
2 a
etc.
sizes,styles,colours,
c) stockof onetypeof productin different
3 a producttine
ontheamountof timeavailable
4 merchandising d) a timitor restriction
proficient
or skitledat a task
5 timeconstraints e) to become
f) a personin a lowerrankor position
6 to keeptrackof
to therightmarketat therighttime
g) theplanning
a product
of salesbypresenting
7 a contender
8 to master
g
or someone
h) to monitoror keepawareof something
completion
Sentence
B in the correctformto completethesesentences.
Usewordsor phrasesfromExercise
1 Dueto ........
to coverthisitemin thelastseminar.
wedidn'tmanage
forthisiob.
heis a strong........
andexperience,
2 Withhistevelof expertise
programme
meto .' '.....datamanagement.
hetped
in thetraining
3 Participating
sothatshefeetscomfortable
in her........
confidence
needs
to havegreater
Manager
4 TheMarketing
tasksto them.
whendelegating
atlovertheworld,it wasnoteasyto
tripsto oursubsidiaries
5 WhenI wasmakingfrequent
progress.
........myteam's
70
Ul{lT17 "
PERFORMANCE
APPRAISAI
RECORD
Describing
responses
Usethe wordsandphrasesin the boxto completethe sentences.
a desireto
admittedthat awarethat encouraged expectedto expressed
difficutty feels notedthat preparedto proudof
expressed
7
Heis........hisabilityto address
emergencies
in a calmmanner.
2
She........takeonmoreresponsibility.
3
withoutdirection.
It was........shedoesn't
takeaction
4
distracted
issues.
She........shewaseasily
bynon-work
5
results
Heis........histackof organisation
sometimes
in unnecessary
delays.
6
He........givingfeedback
to hissubordinates
because
he........thattheyareunresponsive
anddo not
respect
hisauthority.
Wehavegreatlyappreciated
whenit comesto working
thefactthatsheis........offersomeflexibitity
hours.
additionaI
Overthenextthreemonths,
hewi[[be........dealmorepositively
withcriticism
andrespond
more
in stressfuI
situations.
calmlyandeffectively
duringthenextsixmonths.
Hehasbeen........to actively
seekpersonal
development
opportunities
tr
words
Scrambled
reportwhichdescribe
Unscramble
thewordsin italicfromthe performance
appraisal
improvement.
(section
1 Weneedto sfoborevenue.
r)
(section
r)
2 Ourmarketing
wiIIhennoce
campaign
theimageof thecompany.
(section
staffmorale.
z)
3 Theperformance-related
bonuswilltrsgtnneeh
(section
programme
a mentoring
to frieenhersoftskilts.
4 Shewit[undergo
5)
(section
in hisabitityto leadtheteamwithauthority.
5 Hehassroseedrgp
Z)
Design
whichcouldhavebeenusedin Pilarlperformance
appraisal.
Usea formatthat
a questionnaire
provided
in herperformance
appraisal
record.
Whenyouhavefinished,
wouldelicittheinformation
compare
it withonesdesigned
byotherpeoplein yourclass.Whichdo youthinkwouldbemost
Why?
effective?
performance
Witha partner,
appraisal
basedontheinformation
in therecordon page69.
actout Pilar's
71
Thisunitlooksat a companyintranetreporton the mainresultsof a staff
findingsof the surveyandareas
satisfaction
survey.It highlightssuccessfu[
of concern.
Discuss
thesequestions.
1 Whydo organisations
conduct
staffsatisfaction
surveys?
Why?/ Whynot?
2 Doyouthinkcompanies
shoutd
conduct
theirownsurveys?
of conducting
survey(inwhichtheidentity
anddisadvantages
ananonymous
3 Whataretheadvantages
is notrevealed)?
ofthe respondents
beused?
4 Howshoutd
theresutts
ofa survev
tr
Understanding
themainpoints
Readthe reporton the oppositepage,then choosethe bestoptionto completeeachstatement.
1 Theconductorsof the surveyreceivedmore/less positivethan negativefeedback.
2 The surveyhighlightsways in which the organisationhas dealt with /will deal with the areas
of concern.
3 Few/ Mosf staff receiveusefuIand objectivefeedbackfrom their manager.
work-lifebalance.
saidthey couldnot achievea satisfactory
4 Over/ Underhalf of the respondents
communicate
openlywith them.
5 Onty35 per centfeelthat seniormanagement
/do not communicafe
E
Understandingdetails
questions.
Readthe reportagainandanswerthese
1
2
3
4
5
6
thegenders?
Inwhatareado perceptions
differdramatically
between
individuals
whohavetheappropriate
forseniormanagement?
Howwitttheorganisation
support
skitts
lf justoverhalfof therespondents
do notworkovertime,
whatwillhappen?
Whatarethecomplaints
relating
to thehotiday-leave
booking
system?
Whydoesonerespondent
findthesystemfor paidleaveinflexible?
Howwitttheheavyworkload
in thefuture?
behandled
flexibte
working?
7 Whatreasonis givenfor introducing
beexpected
to communicate
8 In future,whatwillseniormanagement
to stafP
72
URVEY
U N I T1 8 - ' S T A F FS A T I S F A C T I OSN
I succEssEs
2.2 Work-life bqlqnce
Surveyfindings
5urvey findings
is ot o high level,ond moststofffeel
Job sotisfoction
positiveobout working for this orgonisotion.
757o ore proud to work here.
7 1 % f e e l v o l u e do s o m e m b e ro f t h e i rt e o m .
8l % believethot their monoqerholdsthemoccountoble
for their oerformonce.
827" receiveconstructivefeedbock from their monoger.
76% soy they con communicoteopenlywith their
monoger.
"lt tokesseverol 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 seemsrother inflexible."
"l oppreciote the freedom to do my job without
interference.My monoger trustsme, ond I om held
occountoblefor mv actions."
"My monoger is level-heodedand con occept criticism.
My suggestionsobout.how to,bring obout positive
cnongesore grven totr constoerolton.
2 AREASOF CONCERN
Althoughpositivefeedbockexceedsthe negotive,we
hove identifiedsome key oreosthot requireotlention.
Here,we presenttheseissues,olong with the woys in
which we intendto tocklefhem.
2.1
58% connotochieveo solisfoctorv
work-lifebolonce
53% feel overstretched
ond connotperformtheir iob
effecfivelyunlessthey work overtime.
62% ore dissotisfied
with the holidoyJeovebooking
sysrem.
Our gools
Thisis our firstconcern,ond we understondthot stoff
need to sfrikeo boloncebetweenwork ond home
life. Consequently,
we will initioteo more timelyond
efficientholidoyJeovebookingsystem,which should
moke it possibleto plon odequotecover.
When the worklood increosesduring busy periods,
monogerswill be encourogedto set prioritieswith
their ioff to scheduletosks"overon occeotoble oerioo
of time.And, where procticol,flexibleworking will
be introducedto occommodotethe need to dJol with
oerS0nolrssues.
Promolionol opportunilies
2.3
Survey findings
vory noticeobly
Perceptions
of coreeropportunities
betweenmole ond femolemembersof stoff.Lessthon
o quorter of femole stoff, compored wilh 67% of mole
stoff,soid theywould seekpromotionto o senior
Communicqtionchqnnels
Survey findings
Only35% believed
thotseniormonogement
keepthem
informed
of decisions
thotwill directlvoffectthem.
',:i"n"-",::o:'l'":
"l'm keptin thedor,koboutdecisions
thotwill hoveon
l
impocton my job "
.
,.-. .,.-.. . .
i
Our gools
"As o femole middle monager with seniormonogeriol
ospirotions,it will be difficultto oltoin my gools,
becousepromotionol opportunitiesseemto be o
:-'.:.'".'"t*-
. .-. .
.:
Our gools
Thereis cleorlyroom for improvementin this oreo.
Therefore.femolestoffwill be mode owore of
promotionolopportunities
ond encourogedto pursue
them.We will olso ensurethot individuolswho disploy
the right skillshove occessto troiningto help themgoin
o footholdon the lodder to seniormonoqement.
5ru;
H'.ilnufffi:ilft
:;:r,t;T:::T
?:ff"'
monogementwill be expectedio noiiFystoff of motters
which will offectthem,preferoblyfoce to foce. lt will
olso providestoffwith o monthlyrundownof progress
ond developments
wifhin the orionisofion.
Thiswill be o two-woyprocess:stoffwill hove the
chonceto provideinpui ond contributetheirviews
during the decision-mokingprocessol the top, ond,
followingimplementotion,
they moy be oskedto
orovide feedbock.
73
SURVEY
UNIT18 >' STAFF
SATISFACTION
Word search
in the reportwhichmeanthesameasthewordsin italic.
Findwordsandphrases
1 Thesurveyhightighted
areaswherethereis anopportunity
to makeimprovements.
Theseincluded
the
(section
parking
increase
needto boostthenumberof
spaces
andto
thecapacity
ofthecanteen.
2.1)
2 Doinga business
administration
degreecouldhelpyougaina goodbasisforfurtherprogress
in the
(section
financial
services
industry.
2.1)
whenlookingfora job.However,
mypriorityishavinggood
3 Naturally,
salaryandbenefits
areimportant
(section
careerprospects.
2.2)
thatthey arerequiredto do too muchwithinthetime
4 Duringour peakseason,manystaffcomplain
(section2.2)
available.
harmony
between
workandhomelife,youwillhavea more
5 lf employees
areencouraged
to achieve
(section
productive
2.2)
andsatisfied
workforce.
performing
6 WhenI amabsentfromwork,mycolleague
will providesupportby temporarily
my duties.
(section
2.2)
financiaI
Infact,theyweren'tinformed
7 Staffwerenot toldaboutthecompany's
situation.
untiItheday
(section
2.3)
thefactoryclosed.
Sentencecompletion
Usethecorrectformoftheverbsin the boxto complete
thesesentences.
for
a c c e p t a c c o m m o d a t eb r i n ga b o u t display hotd...accountable
keep...informedof put in reveal seek set takepartin
1 Wedidn'thaveto ........thesurvey:
it wasoptional.
2
It is impossible
fora manager
anddevelopment
needsof allteammembers.
Heor
to ........thetraining
in orderto staywithinthedepartment's
training
budget.
sheneeds
to ........priorities
3 Toavoidanyconfusion,itisvitalto........staff........anychangeswithintheirdepartment.
to ........overtime
duringourpeakseason.
4 I'mexpected
positive
if weco-operate
withother
changes
throughout
thewholeorganisation
5 Wecan........
departments
andpoolourexpertise.
6 lf therewereenough
opportunities
withinthecompany,
shewould........promotion.
if themanager........
them........theirperformance.
7 Stafffeelfarmoremotivated
fora promotional
8 lf a middlemanager........
theappropriate
skills,heor shemaybeconsidered
opportunity.
questions
Heisverydefensive
if anybody
theprocesses
in hisdepartment.
9 Hecan't........criticism.
particutarly
10 Oneof themainaimsof thesurvey
isto ........areas
improvement,
thatrequire
in relation
working
conditions.
to
UNIT18 "
STAFF
SATISFACTION
SURVEY
Wordfamilies
Completethe chart.
verb
noun
I
approve
2
initiation
3
pursue
interference
5
notify
6
appreciation
7
asprre
8
encouragement
9
request
l0
attainment
Sentencecompletion
UsewordsfromExercise
Cto complete
thesesentences.
1 His........forhotiday
leavewitlbeturneddownbecause
we'reexpecting
a highvolume
of worr.
2 | trynotto ........whenmystaffarein themiddte
of a taskunless
theyctearly
needguidance
or advice.
provided
3 Myheadof department
mewitha lotof ........whenI toldherthatI wasseeking
promotion.
4 Despite
alltheobstacles,
heiswillingto ........a position
in seniormanagement.
Hemustbe
verymotivated!
5 Asa child,I wasverycurious
aboutothercultures.
SoI havealways
hadthe........to workin a lob
whichinvolves
foreigntravet.
5 Wearein needof greater
andmorefrequent
staffinput,sowewil[........anannuaI
staffsatisfaction
surveyin Aprit.
7 lf seniormanagement
intendsto makesignificant
procedures,
changes
to departmentaI
it mustprovide
........to allstaffwhowillbeaffected.
8 Mymanager
showsher........
bythanking
uspersona[[y
forourefforts.
........hisgoalof entering
9 Hewitlnever
topmanagement
if hedoesnotputin theextrahours.
10Donotbookyourholidayunlessyouhaveaskedyourheadofdepartmentto........yourho
Organisations
usea varietyof methods
andincentives
to encourage
theirstaffto takepartin staff
satisfaction
surveys.
Canyouthinkof anyexamptes?
lmagine
thatyouworkin thehumanresources
department
of a largecompany
whichhasexperienced
extensive
organisationaI
changes
overthepastyear.Youhavebeenaskedto administer
a staff
satisfaction
surveyto monitortheemployees'
reaction
to thesechanges.
Writea letterto all employees
announcing
thesurveyandinvitingthemto takepart.
75
Usewordsand phrasesfromUnits1-9 to completethesesentences.
thisis knownasthe r.. . . . . .. process.
andconductsinterviews,
Whena companylooksfor newemployees
a........feedback.
speedy
ofdoingonlinetestsisthatyoucanreceive
Onebenefit
job
form,
enterthet........process.
they
theirapplication
havecompleted
Once appticants
putsyouin touchwiththecompany
theyworkforwiththeaimof possibty
Whena friendor associate
you,thisis knownasa p........
introduction.
recruiting
youngrecruits
regularly
to geta widerangeof experience.
to movedepartments
5 J..... r........a[[ows
to riseto a highteveIin hisor hercompany.
is onewhois expected
6 Ah........-p........employee
7 E . . .,.. . .e . . . . . . t. a k ec a r eo ft h es o c i e tayn de n v i r o n m et hnet yi n h a b i t .
programme
is calted
a f.........
or seminar
a training
conducting
8 Theperson
g 4........training
byanofficiat
organisation.
is recognised
1
2
3
4
a variety
at theirownspeedandthrough
andknowledge
to develop
skitts
employees
atlows
10 t .......1........
of media.
11Trainingdepartmentsusuattyc........asurveytofindouthowacoursewasperceivedbytheparti
performance
youshouldmonitor
afterthecourse.
theparticipants'
of skillstraining,
72 Tom........theimpact
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 h
1 4 W h e na ni n d u s t rl ya c k ks e ys k i l l st ,h i si sc a l l e ad t . . . . . . . . t . . . . . . . . .
is hiring.
thata company
refers
to thenumber
of newapprentices
15 'Apprentice
i........'
r anagement.
1 6 l nl a r g e
c o m p a n i et hs e, r . . . . .... c . . . . . . . . d e c i doentsh es a l a r i easn db o n u s eosf i t ss e n i om
report.
paid
in
company's
annual
theirdirectors the
theyhave
haveto e........what
companies
17 Large
provides
andyoungchildren.
daycareforbabies
18 A workplace
n........
.
manager's
r........P
forunder50percentof a midd[e
basepayaccounts
19 ln somecompanies,
.
tax5........
yourearnings
onyourincome
andtaxdeductions
20 Youcancheck
Choosethe best word or phrase to complete each ofthese sentences.
to makeanonline
canusetheInternet
1 People
wishing
to joina company
a) recruitmentb) candidatec) applicationd) interview
knowwhotheyare
employees
sothatpotential
to buildanemployer........
canusetheInternet
2 Companies
what
do.
and
they
a) brand b) network c) office d) advertisement
is calleda ........scout.
recruits
newcompany
wholooksforpotentiaI
3 A person
a) recruitmentb) workforcec) company d) tatent
work,knownas.........
societies
bydoingunpaid
recruits
canhelplessfortunate
4 Young
a) fundraisingb) votunteeringc) freelancingd) freetoading
venuewhentheytakepartin.........
at thetraining
participants
withaccommodation
areprovided
5 Course
courses
programmesc) on-the-job
training d) residential
a) opencourses b) in-house
76
1-9 "
UNITS
6
C H E CTKE S T
1
L e a r n i nb
g y o b s e r v i n fge l l o we m p l o y e epse r f o r m i ntga s k si s k n o w na s . . . . . . . ..
a ) a n i n - h o u s ep r o g r a m m e b ) o n - t h e - j otbr a i n i n g c ) c o a c h i n g d ) m e n t o r i n g
s h i c hi n v o l v e sr e c e i v i nagd v i c ea n d g u i d a n c e
f r o ma m o r ee x p e r i e n c epde r s o n
7 . . . . . . . .i s a l e a r n i n gp r o c e s w
inthecompany.
education
a) Coaching b) Mentoring c) On-the-jobtraining d) Executive
8
t o m e e tt h e s p e c i f i cn e e d so f t h e p a r t i c i p a n t s .
. . . . . . . .i s d e s i g n e d
a) Accredited
training b) An opencourse c) A customisedprogramme d) An in-houseprogramme
g h i c hf o c u s e so n t h e d e v el op m e n to f a r e a ss u c ha s n e g o t i a t i oonr p r e s e n t a t i osnk i l l sa n d
9 Traininw
t o a s . . . . . . . .t r a i n i n g .
t e a m b u i l d i nigs o f t e nr e f e r r e d
management d) in-company
a) hard-skilts b) soft-skitts c) succession
1 0 . . . . . . . .i s t h e i n t e r n adl e v e l o p m e natn d r e p l a c e m e notf k e yp e o p l e .
n a n a g e m e n t b ) H a r ds k i t l s c ) I n - c o m p a nt yr a i n i n g d ) E x e c u t i vceo a c h i n g
a ) S u c c e s s i om
1 1 . . . . . . . .s h o w st h a t s o m e o n eh a sl e a r n t h e n e c e s s a rsyk i [ [ sf o r a s p e c i f i jco b .
a ) A n a p p r e n t i c e s hsi pc h e m e b ) A g e n e r aet d u c a t i o n c ) A v o c a t i o n aqt u a l i f i c a t i o nd ) A v o c a t i o n
7 2 . . . . . . . .g a i n ss k i l l sa n de x p e r i e n cteh r o u g hp r a c t i c at lr a i n i n gi n a c o m p a n yi n s t e a do f g o i n gt o u n i v e r s i t y .
a) An apprentice b) A stakeholder c) An educationprovider d) A craftsman
f panieswhichissetuptopromotetheircommoninterestsanddevelop
1 3 A . . . . . . . .i s a n o r g a n i s e d g r o u cp oo m
b u s i n e so
spportunities.
a) vocationaItrainingsystem b) vocationaIschooI c) tradeassociation d) stakeholder
1 4 S o m ep e o p l ef e e lt h a t i n t a r g ec o m p a n i eosv e rt h e l a s tf e wy e a r s t, h e d i r e c t o r s ' p ahya sn o t b e e ns t r u c t u r e d
t o e n c o u r a gteh e mt o p u t t h e . . . . . . . .o b j e c t i v eosf t h e c o m p a n yf i r s t .
a) marketing b) humanresources c) strategic d) production
15 Peoplebuy........sothatiftheydie,theirfamitywillreceivecompensation.
a) an insurancescheme b) privatemedicalinsurance c) life assurance d) a packagedeal
16 lfemployeeshave
or itlness.
t h e y w i t ht a v e a c c e s s t o a h i g h s t a n d a rhdeoaf l t h c a r e i n t h e e v e n t o f a n a c c i d e n t
a) tax incentives b) privatemedicalinsurance c) life assurance d) a packagedeal
77 A........isarangeofgoodsthatmustbeboughtasawholeinordertoreceiveadiscount.
a) tax incentive b) packagedeat c) tax-freeperk d) pay package
t h e r i g h tt o b u y o r s e l [c o m p a n ys h a r e sa t a s t a t e dp r i c ew i t h i na t i m e l i m i t .
1 8 . . . . . . . . g i v et h e e m p l o y e e
a) Stockbonuses b) Stockoptions c) Long-termincentives d) Benefitsin kind
n t h ef u t u r e .
t o e n c o u r a ghei g hp e r f o r m a n ci e
7 9 . . . . . . . .i s d e s i g n e d
a) An incentive b) Basepay c) Basesalary d) A tax-exemptbenefit
is called
are linkedwith good performance
20 A remuneration
systemwherepay increases
pay d) a non-cashperk
a) benefitsin kind b) basepay c) performance-retated
77
Usewordsand phrasesfrom Units 10-18 to comptetethesesentences.
division.
1 T h en e wd i r e c t owr a sD r o m o t etdo h . . . . . . . u. . . . . . . .t.h ef i n a n c e
2
c a nb r i n ga w i d e rr a n g eo f s k i t t sa n dw o r k i n gs t y l e st o s t r e n g t h ean c o m p a n y ' s
D . . . . . . . . o ft h e w o r k f o r c e
ooerations.
d o r ec u l t u r e s .
3 A m . . . . . . . . w o r k f o r cbee n e f i t sf r o mt h e a b i t i t yt o s p e a km o r el a n g u a g easn d u n d e r s t a nm
4 T . . . . . . . .a l l o w sp e o p l et o w o r kf r o mh o m eu s i n gt e l e p h o n eas n dc o m p u t e r s .
d u n i v e r s i tqy u a l i f i c a t i oins c a l l e da 9 . . . . . . . . .
d i so r h e r s t u d i e sa n d r e c e i v e a
5 A p e r s o nw h o h a sc o m p t e t e h
6
T h ef e m a t em a n a g e risn o u r c o m p a n ya t t e n d1 . . . . . . .s.e m i n a r tso l e a r nm o r ea b o u ts e n i o rm a n a g e m e n t .
7 Whena companyrefusesto take on any new employeesin any part of the organisation,it imposesa btanket
h . . . . . ,b. .. .. . . . .
getspromoted
veryregularly.
8 Anu........ m........employee
theyactually
addv........to anorganisation.
HRdepartments
don'tjustspendmoney,
9 Today,
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 . . . . . . . . .
whichemployees
theyneedto makeredundant.
to decide
usesoftware
11 E-f........
takesplacewhencompanies
a combined
databases
andapplications
to produce
of company
12 Thistypeof software
linksupa number
t.........
B H . . . . . . . . - c . . . .p. e. .r.s o n nheal v eg r e act o m p e t e nocrea b i t i t y .
departments.
fromdifferent
of twoor morepeople
74 A m........teamis composed
y
o
u
nh
t ,i c hs e t so u ts a l a r y ,
1 5 B e f o raec c e p t i na gi o bo f f e r , s h o u l rde a dt h et . . . . . . .a . . . . . . .c.. . . . . . .o. f e m p l o y m ew
leave.
working
hoursandannual
16Whenhegoesonbusinesstrips,hekeepshisrestaurantreceiptssothathecanctaimt........e
1 7 W h e n y o u a r e o f f e rj o
eb
d ,ay 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 . . . . . . . . .
elseis a t. .. . . . . . .
to someone
18 A personin a lowerrankor positionin relation
person
performs
heor sheprovides
cotleague,
c.........
19 Whenone
thedutiesof anabsent
work.
at leasttwohoursbefore
20 lf youaresick,youshouldprovide
n........
Choosethe best word or phraseto complete each ofthese sentences.
s rt e s o o n s i b. .l.e. . . .h. e rt e a m .
1 T h eh e a do f d e o a r t m ei n
a) for b) of c) from d) to
maternity
a babyis paidnotto workis catted
2 A periodof timein whicha womanwhois having
pause
c) teave d) benefit
a) hotiday b)
employees
to holdmeetings
is usedin manylargecompanies
to enable
equipment
3 State-of-the-art........
froma numberof different
locations.
c)television d) teletransporting
a)telecommutingb) teleconferencing
. . . .. .. . rate.
isationis knownastheemployee
4 Therateat whichemployees
ioinor leaveanorgan
a) departure b) satisfactionc) recruitmentd) turnover
needs
a broadsetof business.........
anemployee
to develop
5 Inordertoriseupanorganisation,
a) appticationsb) cards c) ideas d) competencies
78
UNITS
10-18 " CHECX
TEST
2
engage
in........planning
whentheydecide
whichbusiness
activities
6 Companies
theyaregoingto carryout
years.
overthefollowing
a) sales b) strategic c) successiond) safe
of employees
a company
employs
is its.........
7 Thetotalnumber
a) payroll b) poputationc) headcountd) fultemptoyment
goesthrough
8 A company
whichis buying
another
company
theprocess
of due........whenit checks
this
company's
activities
andfinances
verycarefully
beforeformally
agreeing
to buyit.
a) date b) delivery c) diligence d) detiberation
says'........$ZO,OO0',
it meansthatthestatedsalaryis approximate.
9 lf a job advertisement
per
a) exactly b)
annum c) interim d) circa
10 lf a iobadvertisement
says'$70,000
........',
it is referring
to theannual
salary.
a) circa b) permonth c) perannum d) interim
11 She's
Inotherwords,
a very........manager.
she'spracticaI
andinvolved.
a) autonomousb) hands-onc) exceptionald) outstanding
72 lf anemployee
is caughtsmoking
in theoffice,thismayresultin ........fromworkforat leasttwoweeks.
period c) misconductd) suspension
a) instantdismissaIb) probationary
13 Newemployees
oftenundergo
a ........duringwhichthecompany
assesses
whether
theyarerightforthejob.
period c) trialperiod d) trackrecord
a) timeconstraintb) probationary
14 Steating
officeequipment
is a formof .........
a) entittementb) misconductc) suspensiond) subsistence
15 Whena department
is failingto achieve
results,
it canbedescribed
satisfactory
as.........
a) dedicatedb) negtectedc) upcoming d) under-performing
16 Whensomeone
is convincing
andcaninfluence
others,
heor sheis.........
a) articulate b) persuasivec) upcoming d) dedicated
performance
77 A........isa scheduled
evaluation
of anemployee's
andprogress.
a) reference b) staffsatisfaction
survey c) performance
appraisal d) progress
review
18 Whensomeone
hastoomuchto do in tootittletime,heor sheis.........
a) overstretchedb) tevel-headed
c) keptin thedark d) a contender
19 Staffareexpected
to ........overtime
whenthereis a highvolume
of work.
a) putoff b) putin c) putout d) putup
youneedto askyourmanager
20 lf youwould[iketo takea holiday,
to ........yourholiday
leave.
a) aspire b) approve c) request d) appreciate
79
Reading
(paragraph
B)
E f fne Internet/Web
(paragraph
B)
agencies
2 Socialnetworking
sites,e-recruitment
(paragraph
process
C)
theapplication
3 Before
(paragraphs
B-C)
4 lt savestimeandmoney.
(paragraph
D)
andcontinue
theirapplication.
candidates
staywiththeprocess
5 Successful
(paragraph
peopleexpectcompanies
E)
to haveanactiveontinepresence.
6 Younger
G)
brandandattracttoptalent.(paragraph
7 Theyaretryingtobuildanemployer
H)
8 No(paragraph
(paragraph
A)
E 1 Facebook
2 Monster(paragraph
B)
theemployee
canseeif theyhavetherightbasic
candidates;
canweedoutinappropriate
3 Thecompany
(paragraph
C)
skills,savetimeandmoney.
Life(paragraph
F)
4 Second
(paragraph
F)
avatars.
withthecompany's
caninteract
5 Theiravatars
G)
sites(paragraph
6 Chatrooms,btogging
(paragraph
generation.
H)
issues
whichinterest
theyounger
7 Theydiscuss
2
3
,
4
,
5
9tt,l,+
Vocabulary
E r strategy(b) 2 process(c) 3 group(a)
E f f r e c r u i t m e n2tr e c r u i t 3 r e c r u i t e r4 t o a p p l y 5 a p p l i c a t i o n
from 4 follow-up 5 receipt
2 1 attraction 2 extension3 withdrawal
zr 3h 4e 5a 6c 7d 8g
E rrn
Company:7,3,5,7
2 C a n d i d a t2e,:4 , 6 , 7 , 8
candidates6 attract
strategy 2 recruiters3 complete 4 measure 5 inappropriate
E 1 recruitment
7 applicants
tr rn 2a 3b 4b 5b
Reading
80
(paragraph
A)
E 1 1 Theirownemployees
(paragraph
A)
2 Rewards
(paragraph
C)
3 Socialnetworking
(paragraph
C)
Reunited
andFriends
4 MySpace
(paragraphs
D-E)
curveof thenewemployee.
budgets
andreduce
thelearning
5 lt cancutrecruitment
D)
5 India(paragraph
andattractinappropriate
recommendations.
theflowof newideasintoanorganisation
7 lt canrestrict
(paragraphs
F-G)
(paragraph
K)
8 Anonlinemagazine
to feedbackrecruitment
whichencourage
oreprogrommes
E f f (Alsoon theincreose
formeremployees
in thefuture.(lines13-17))
leodsandconsiderrejoiningthecompany
2 T (...whilein lndiaabouthalfcomethroughreferrals,and thesavingsarecloserto 75per cent.
(tines33-35))
3 F (4sthepopularityof referralprogrommeswhichoffera rewardhosrisen,so hasthesizeof thereward.
(tines51-53))
of a secretary
to f 10,000for o portner.
4 F (...wherebonusescanrangefromf 2,000for theappointment
(tines55-52))
on thesomebosisandby thesamemethodsasexternal
candidates
shouldbe assessed
5 F (...referred
applicants.(tines70-72))
6 T (Anothersafetymeasureis to hide thesource,wherepossible,throughwhichreferrolshaveentered
pipeline.(tines73-26))
theselection
poy bonusesonlyaftera refenedcandidotehas
someemployers
7 T (Tolimit theirfinancialexposure,
period.(tines81-84))
a probationary
completed
ANSWER
KEY
Vocabutary
E f f talent-spot2 makejobapplications3 feedback;teads 4 recommend5 talentscout
5 network 7 spot;approach
2 1 incentive2 reward 3 bonus
introduction2 appointment3 selection
pipetine4 probation
period
3 1 personal
EI lrefer 2referral 3referred4referral
programmes3 talentscout(s) 4 probation
period
!N 1 incentive2 referral
5 bonus/reward/incentive
6 network 7 talentspot
E ra 2a 3a 4a 5a 5b 7b
Reading
EErel:
E 1 1 b , c 2 b , c , e , f , g , h3 b , c 4 a , c , e , f
thestressof theirworkingtife(paragraph
B)
E f to reduce
2 lt helpsto attractandretainthebesttalent.(paragraph
B)
(paragraph
3 State-of-the-art
lTandmobiledevices
B)
(paragraph
4 Moreconcern
D)
(paragraph
5 Gaininternational
experience
G)
(paragraph
5 Theywillleavethecompany
to getit bythemselves.
G)
7 Theybringhightyvaluable
newskills.(paragraph
H)
Vocabulary
programmes3 gtobatexperience4 high-potential
leadership
E f joUrotations 2 accelerated
develooment
5 career
E rrb 2d 3a 4c 5f 5e
2 Employer:
r, 4
E m p l o y e2e, 3: , 5 , 6
!l t ethicatemployer 2 policies 3 practices4 sustainabitity5 social 5 fundraising
programmes
7 volunteering8 non-profit9 international
fellowship
globalexperience3 workingtives
devetopment2 job rotations;
career
E f higtr-potential;
devices;
flexible 5 ethical;
4 mobite
socia] 6 volunteering
E ra 2b 3b 4a
,
Reading
companiesareengogingwell-established
Ef 1 F (...a growingnumberof Australia-based
businesseducation
providersto deliverprogrammes
for theirmanagersbasedin Asiaor evenfurtheroway.(lines20-25))
2r
3 F (... moreemployersareoptingfor thoseled by facilitatorswithsignificantreal-worldbusiness
experience.(tines45-48))
4T
5T
6 F (BHPBillitonrecentlylaunched
progromme
a three-year
leadership
development
for 900new
graduates.(tines70-72))
7I
knowledge
of whotheyareandwheretheiremptoyer
EI 1 to deepen
is going
[seniormanagers']
2 AxaAsiaPacific
Holdings
(MBS)
3 Melbourne
Business
Schoot
4 universities
in Santiago,
Chile,andin CapeTown
5 tomakesurethattheparticipantsarepreparedforleadershipchallengesintheeartyphas
career
andadootthecutture
of BHP
6 BHPBitliton
(AGSM),
7 Australian
Graduate
Schoolof Management
theUniversity
of Sydney
Schoolof Psychology
partners
8 sevencommercial
futureleaders
9 to prepare
fortheirrolesmorequicktyandcomprehensively
10Qantas
81
i
KEY
ANSTAIER
Vocabulary
7 partner
E l f a c i t i t a t o r2 t r a i n i n g3 [ e a d e r 4 l e a d e r s h i p5 p a r t i c i p a n6t participation
8 partnership9 collaborator10co[[aboration
theirknowledge3 engaging4 oversees5 optingfor 6 conducting
E 1 undergone2 deepen
g
tr
E
T launched 8 appty
1 residentialcourse 2 taitoredprogrammes;
customisedprogrammes 3 executivecoaching
4 o n - t h e - j otbr a i n i n g
1c 2f 3a 4e 5d 6b
1 r e s i d e n t i aclo u r s e 2 a c c r e d i t etdr a i n i n g 3 f l e x i b l el e a r n i n g 4 m e n t o r i n g 5 o p e nc o u r s e s
6 o n - t h e - j otbr a i n i n g
Reading
eachparticipant's
reaction
to thetrainingmethodology,
theinstructors
andtheoveratt
learning
E f tt reveals
environment.
performance.
2 lt tettsuslittleabouthowthetraining
hasimproved
business
theycanbemeasured.
Forexample,
3 Because
salestraining
mayleadto higher
sales.
4 Byobserving
howquicklymanagers
whohaveparticipated
in a programme
arepromoted
compared
with
thosewhohavenot.
5 lt canaccelerate
theorocess.
6 lt shoutd
beintegrated
at thedesign
stage.
include
7 Otherfactors
demand
fora product
andaninspiring
boss.
Era
2a 3e 4c 5b
Vocabulary
E 1b 2c 3b 4c
4estimate
El levatuation2assessment3measurement
3d 4a 5b 6c 7f
E2s
theimpact 2 track;progress3 provideaninsight 4 conduct
a survey 5 getfeedback
El 1 measure
1
enhance
f,l
2 a) resultin b) leadto c) bringabout
3 payoff
4 accelerate
E 1 accelerate2 resultin / teadto / bringabout 3 paysoff 4 enhance
Reading
[T 11B/G 28 3G 48 5G
r o r k ,a s w e [ [a s e n g i n e e r i n g .
E l 1 T r a d i t i o n ac lr a f t s m a n s hi np w o o da n d l e a t h e w
2 T h e i re x p e r i e n coef v o c a t i o n at rl a i n i n gi n t h e U K
3 B r i t a i ns h o u l di n t r o d u c e
a G e r m a n - s t yvl eo c a t i o n at rI a i n i n gs y s t e m .
4 Theyare effectivein trainingpeopleto becomehairdressers
and plumbers,but are lesssuccessfuI
in
producine
g n g i n e e rasn d o t h e rt e c h n i c apI r o f e s s i o n a l s .
in producing
5 B e c a u s iet i s e f f e c t i v e
m a n ys k i t l e de n g i n e e rasn dt e c h n i c i a nfso r i n d u s t r ya n d b u s i n e s s .
6 T h e ya p p r e c i a tteh e v a l u eo f v o c a t i o n at rl a i n i n g .
7 T h e ya d v e r t i s teh e n u m b e ro f a p p r e n t i c e s hpi pl a c e st h e yo f f e ra s e v i d e n c o
e f t h e i rc o m m i t m e nt to t h e
community.
8 lt providesincentivesfor companiesto take on moretrainees.
Vocabulary
4 brand 5 youngsters6 tradeassociations
El f skittsshortages2 boosted 3 craftsmanship
7 counterparts8 stakeholders9 drivethebusiness
forward
3apprentice4education5educational5education
fl lapprenticeship2apprenticeship
7 vocation 8 vocationa[9 vocationa[10vocational
places 4 vocationaI
qualification
2 educationa[
level 3 apprenticeship
B t professionalvocation
scheme 6 apprentice
intake 7 vocationaI
5 apprenticeship
school
82
ANSWERKEY
El zc 3h 4a 5g 6e 7f sb
to 3 demand
for 4 takes;on
E 1 suitedto 2 commitment
,:
Reading
El 11a 2a 3b 4b 5b 6a 7b 8b
Reportintroduceddetailedreportingon directors'paf(lines7-9))
E I f (Asa result,theGreenbury
(tines15-17))
2 T (Foreverypoundof basesolarya directormoygetf L0-f20of voriable
remuneration
3 F(Thiscouldbe in theformof annualcashbonuses,shareoptionsor long-termincentiveplans...
(tines17-20))
4 T (...earningspershare[...]canbe manipulated
byfinancingstrategies(lines22-27))
strotegyis not strongenough.(lines56-58))
5 I (Andthelink to thecompany's
6 f (...ratherthanusingothercompanies'
disclosures
to keepa Iimiton theirowndirectors'payincreases,
committees
someremuneration
actuallyusethemosa'price/isf'.(lines67-72))
7 F(Theydon'tbelievethotremuneration
committees
reallytakethat veryseriously(tines91-93))
Vocabulary
El f f committee2executive3report
27b 2c 3a
pershare 3 dividend
payout 4 strategic
objectives
El 1 incentive2 earnings
paydistribution
5 keyperformance
indicators5 generaI
4 influence
E f to remunerate2 to disclose3 manipulation
payout;earnings
pershare
El t dividend
2 remuneration
committee;
remuneration
report
3 strategic
objectives
paydistribution
4 generaI
E rc 2d 3a 4f 5e 5b
Reading
E ru
2 1 simpler 2 narrower 3 lower 4 greater 5 less 6 company
cars
prizes,
thebenefits
offeredareunpredictable.
Emptoyees
do notknowwhatkindof deat
El f Litethequiz-show
theywittget.
2 20o/o
3 Theycan'buy'and'sett'benefits.
4 lt canbea meansof attracting,
recruiting
andretaining
thebeststaff.
5 Theyhavemadeflexiblebenefitschemes
easierandcheaper
to establish.
5 Ftexibte
benefitschemes
oftenfixtheamountgiven.Thismeansthattheemployee
hasto paytheextraif
thecostsof hisor hercargo up,forexample.
package
7 Theycannegotiate
deals,suchascheapinsurance.
Vocabulary
za 3c 4b 5a 6b 7a
E ttc
E rn 2e 3a 4g 5c 6d 7f
medical
insurance3 package
deals 4 Benefits
in kind 5 workplace
!l 1 taxincentives2 Private
nursery
5 lifeassurance7 childcare
vouchers
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 nT t h e m o s t
Reading
E ra
2 7 Theyusedto givemanagement
andgeneral
staffgenerous
numbers
of newshares.
2 lt wasseenasa wayof attracting
goodworkersforfree.
3 Thetechnology
sector
83
KEY
AI{SYYER
theirsharesweredilutedasa resultof this practice.
4 Because
in theircompany
accounts.
nowhaveto reportstockbonusesasa financialexpense
5 Companies
Thiswill resultin theirprofitsbeingreduced.
6 Upto 50%of totalcompensation
willincrease.
7 Thecashelement
8 Stockoptions
9 40%of compensation
10 Because
theycanbetaxed.
E ra zc 3b
Vocabulary
2c 3h 4b 5d 6f 7e 8a
Erg
packages;
paypackages 3 high-tech 4 basepay;basewages
t
2 compensation
shares
E
perks;non-financial
pay 6 non-cash
rewards 7 tax-freeperk
5 merit-based
package
/ paypackage
E 1 shares;compensation
2 high-tech
3 basepay
perks/ non-financial
rewards
4 tax-freeperks;non-cash
pay
5 merit-based
for
E 1 accounted
2 theweightof
of
3 segment
4 portion
to
madeup of; in relation
5 remaining;
Reading
2a 3a 4b 5a 5b 7a
Errb
6Acallcentre
776
5BeforetheymovetoCanada
E 1110 2lndia 340o/o4TorontoandVancouver
Vocabulary
diverse 6 immigrant
E 1 emblematic 2 hason its payroll 3 diversity 4 globalness 5 ethnically
magnets 9 gtobaleconomy10 multilingual
7 migrants 8 globaltalent
E rof 2up 3for 4on 5on 6up 7up
diverse;
multilingual
magnets 4 ethnically
E f globateconomy2 for;immigrants3 globaltalent
5 diversity
tr rl 2b 3a 4a 5a 6b
I[@
Reading
obouttheabsenceof womenin
seruicesfirmshavebeenconcerned
E 1 F (Fordecades,professional
Ieadershiproles.(lines1-3))
2 F(Butoverthe pastdecade,consultingfirmshavetakenfirm stepstowardsfixing thatproblem.(lines44))
3 F (Theproportionof womenin theseniorgradesis growing.Thechangeis sloq but it is in theright
direction.(tines32-35))
but it
4 T Qosingvaluedondskilledmanagersnot only resultsin a wasteof trainingtimeandresources,
harmstherecruitmentprocessin the nextgeneratlon.(lines40-44))
5 T (Thetraditionalgroupsof thepopulationthat companiesusedto look to for newrecruitsareshrinking
...(tines46-48))
6 F (Consulting
from clients...(ines 79-80))
firmssaytherehasbeenno resistance
E ru 2a 3a 4b 5a 6b 7a 8b
Vocabulary
diversity 4 graduateintake 5 shrinking 6 boost
roles 2 maternityleave 3 workforce
E 1 leadership
7 state-of-the-art8 teleconferencing9 telecommuting
$tr
ANSWER
KEY
E 11d 2a 3b 4c
27c 2a 3d 4b
tr 1 a) wastestimeandresources
tr
process
in thenextgeneration
b) harmstherecruitment
2 a) workingin teams
diversity
b) managing
seminars
4leadership
3 telecommuting
1 wasteof timeandresources2 state-of-the-art
thesalaries9 shrinking
support 8 boosting
groups 6 mentoring
caf6s 7 financial
5 networking
diversity
roles 11workforce
10leadership
Reading
(paragraph
A)
E 1 Foreign
(paragraph
B)
2 Therehadbeenlocallabourshortages.
(paragraph
C)
muchmorefrequently.
companies
to
change
started
workers
3 Vietnamese
(paragraph
E)
a 'salarybubbte'.
creating
4 Theyhadrisendramaticalty,
G)
5 lt wentdown.(paragraph
(paragraph
H)
taxable.
became
benefits
6 Employee
l)
it up.(paragraPh
7 lt speeded
(paragraph
C)
salaries.
E r rheyofferedgenerous
(paragraph
D)
2 t6.7"/o
D)
3 AlmostSo%(paragraph
E)
4 $rrbn(paragraph
F)
5 Byalmost18%(paragraph
F)
6 Muchmorethanthatamount(paragraph
H)
7 AroundlS% (paragraph
H)
flightshome(paragraph
education,
car,private
utititybitts,company
housetrotA
8 Paid-for
Vocabutary
rate
turnover
mobile 4 employee
mobile 3 lateratty
bonanza 2 upwardly
El 1 emptoyment
expatriation
8
localisation
9
tay
off
ban
7
hiring
5
blanket
5 salarybubbte
2b 3e 4a 5d 6f
Erc
! l t D u e t o 2 A s a r e s u l t3 c a u s e d b y4 C o n s e q u e n t5l iyn o r d e r t o6 a s a r e s u l t o f
expatriation
mobile 3 Consequently;
bonanza 2 upwardly
El 1 emptoyment
4 Asa resultof;salarybubbte 5 blankethiringban 6 layoff
2b 3a 4b 5b
Era
Reading
andproductrange,but whichperhaps
E f f Qtis a termthat reflectsthecompany'senormousgeographical
of developinga singlecorporatestrategyfor a stringof individual
olsosuggeststhe challenges
(tines2-8))
operating busin esses.
2 F (..,until a fewyearsago,eachlJnilevergrouptendedto follow its ownindividualHRpracticesand
priorities.(tines10-13))
whoseprimary
HRframework,
a sharedcorporote
3 F (...a fewyearsago,thecompany
formallydeveloped
goalsweresimplicityandbenefitsof scale.(tines17-21))
+ 7 (fne newstrotegyfocusedonfourkeyareos:..' (tines21-22))
5 T (MrCrouchbelievesthat thisreflectsthe changingroleof HRin the company.Heexplains,'lt'sa way
(tines28-32))
of thebusiness.'
of peopleto the success
theimportance
of recognising
measureand report
to
adequotely
ways
do
we
put
How
(The
into
action.
question
words
is how to
6 T
find
HR\strategicrolein oddingvolue?(lines35-39))
'Accounting People'report...(tines39-40))
7 T (Thistaskwastacktedin an
for
of Tradeandlndustry.(ines40-42))
(...
by
B F whichwassponsored theIIKDepartment
9 T (Somecompaniesuseof a numberof keyemployeestatisticsinternallyin theirregularstrategic
(lines43-47))
planningmeetingsto estoblishHRpolicyanddevelopment.
port
aboutgoingpublictoo quickly
of
companies
the
(...
greot
caution
on
of
degree
10i the\eis stilta
(lines77-80))
withdatathatcouldbe misinterprefed.
85
ANSWERKEY
77I (Financiol
stotistics
havebeenbuiltup overmanyyearsandaresupportedby largenumbersof
practitioners.
Achieving
occountoncy
thisin HRwilltakesometime.[...]Thepointis thatwearemoving
withthesamedegreeof rigouranddiscipline
towardsmanagingourpeopleasa resource
for business
(tines83-95))
thatweusein anyotherpart of thebusiness.
E t b,a,c
21a,c 2a,b,d,e
Vocabulary
strategy 4 HRpractices5 corporate
HRframework
[l l multilocal 2 multinational3 corporate
planning 8 objective
6 benefits
of scale 7 strategic
criteria 9 business
competencies
planning
10succession
GI rg 2h 3f 4c Sbla 6d Talb 8e
people 3 adding
value 4 keyemployee
statistics
E 1 strategic2 recognise;
planning;
business
competencies
5 succession
E rn 2a 3b 4a
I
!
1
j
l
Reading
(tines3-4))
E f f (...thebenefitsof e-firingareknownto fewerbusinesses.
(tines8-9))
2 F (...softwarecouldhardlydo a worsejob thansomemanagers.
3 T (Byusingsoftware,theprocesscanbe speededup[...]reduceexpectedcostsavingsof $SOOna yearby
morethon$tsom.(tines16-22))
(tines1Z-19))
hangsoverthebusiness.
4 T (...so thotthebeststaffdo not leavewhileuncertainty
applications,
5 | (Bylinkingto otherbusiness
[...]thistypeof softworeconput all theimportantdatain one
placefor seniormanogers
to analyse.(tines34-39))
to set up[...]whatskillstheywantto endup with
6 T (Butthistypeof softwareenablesmergercandidates
in thecombinedbusiness.(lines55-62))
nearlyeverycomponywhichtookovera business
7 | (...it wasfoundthotin 15dealsclassifiedas'successful',
identifiedkeyemployees
for retentionduringduediligence[...]or within30 daysof theannouncement.
(tines82-89))
thenumber
ofstaff.
E f tneycanreduce
2 FinanciaI
andorganisationaI
objectives
reductions
andordinary
terminations
3 Redeployments,
4 A one-month
detay
databases
andhuman-resources
5 PayrotI
workforce
6 Possible
legaIcasesor an unbatanced
Vocabulary
4 headcount5 ethnicminorities
E t e-firing 2 shrinking3 spreadsheets
6 topperformers7 duediligence
E rc 2b 3d 4a
2a 3f 4e 5d 6b
Erc
E 1 merger 2 acquisition3to redeploy4 reduction5 toterminate6 retention7to downsize
terminate 5 e-firing;
spreadsheets
H 1 merge;downsizes2 retain 3 top performers4 redeploy;
6 restructuring;
headcount;
align
Reading
leave
E f ns a resultof maternity
2 lt is undergoing
organisationaI
restructuring.
willdeviseandrolloutorganisationaI
change
strategies.
3 TheHRManager
planneedsto bedevised.
succession
4 A realistic
policies
benefits
remaincompetitive.
5 Ensure
thatemployee
andremuneration
of employee-relations
issues
of allpersonneI
records.
6 Resolution
andmaintenance
candidate
wouldhavesucha background.
7 No,butideallythe
8 Restructuring
anddeptoyment
needs
to beproficient
in bothlanguages.
9 He/She
86
i
;
I
i
ANSWER
KEY
period'.
Therefore,
HRManager
anintervening
theinterim
will
E f tt means'provisional'or'for
provide
temporary
coverwhilethepermanent
HRManager
is on maternity
leave.
2 Theabbreviation
whichmeans'approximately'.
c. standsfor'circa',
3 Peryear
will:
E fne HRManager
1 supporttheSeniorHumanResources
Manager.
2 [eada department
of 15.
3 adviseandliaisewithseniormanagement
on HRdecision-making.
withtheappropriate
information
HR-related
4 supptylinemanagement
to hightight
issuesthatwill
havean impacton performance
andproductivity.
withunionrepresentatives
employee-relations
issues.
5 co-operate
to resolve
6 beableto cottaborate
withmultifunctional
teams.
Vocabulary
personnel4 multifunctionalteams
El f ptaya pivotalrole 2vary 3 high-catibre
5 credibility
6 integrity 7 autonomous8 hands-on9 outstanding/exceptional
10trackrecord
Tresponse
fl lsupervision2roll-out 3advice 4liaison 5resolution5implementation
8 update 9 maintenance10 provision 11assistance12follow-up 13 oversight
14suppty 15alignment16analysis
3update 4oversee/supervise
E tliaise 2supervision/oversight
5 provide 7 respond 8 assistance9 alignment
5 rol[-out/implementation/provision
10 resolve
El rin 2of 3in 4in 5to 6in 7to
$@p
Reading
Hewillnotworkthereatlof the
UKofficein WestLondon.
E f ne witlbebasedat theT-sotutions
time,because
hewillmakevisitsto branches
in otherregions.
2 Thedecision
willbe basedontheachievement
of goalssetin hisperformance
appraisal
andon
performance.
overallcompany
3 Hecanclaimtravelandsubsistence
expenses.
Thelettersaysthathemayberequired
4 Possibty.
to workadditional
hours.
year.
5 Hecannotcarryforwardanyunusedannual]eaveto thesubsequent
6 Oneweek'snotice.
7 lf heis guiltyof misconduct
or in breach
of thetermsandconditions
of employment.
8 H e h a s t o s i g n a n d d a t e t h e c o p y o f t h e l eatpt e
p rooi nf t m e n t , p r o v i d e c o h
p i se ds iopf l o m a s a n d
certificates
andsupplytwo professional
references.
of employment
andtheletterof appointment.
9 Thefulttermsandconditions
startdateat T-solutions
E f mr Harper's
2 Hisstartingbasicmonthly
salary
3 Theperiodafterwhichhemaybecome
etigible
fora bonus
4 Thelengthof hisdailylunchbreak
hotiday
entitlement
5 HisannuaI
period
6 Theduration
of hisprobationary
Vocabulary
period 5 reference5 misconduct
E t branch 2 subsistence3 reimburse4 probationary
dismissal8 suspension
7 instant
period 4 subsistence5 misconduct5 reimburse
El 1 reference2 suspension3 probationary
7 branch 8 instantdismissal
to
E 1 instructed2 at itssolediscretion3 beeligiblefor 4 willbeentitledto 5 be required
6 party 7 in lieuof 8 is subject
to
E l t c l a i m 2 s e c u r e3 c a r r y f o r w a r 4d e x t e n d 5 i n b r e a c h o f6 g i v e ; s e t o u tT a d i u s t
87
AI{SWERKEY
Reading
2a 3g 4c 5h 6b 7d 8f
Ere
g1T
2T
important
andthatinadequate
timewastakento address
issuesin thestore.)
3 F (Theyfeltneglected
4T
5T
6 F(5helackedconfidence
withthenewretailmanagement
database
system(RMDS).)
7 F (Sheis prepared
to betransferred
to anotherregionor abroad.)
8 F (Shecouldbecome
a contender
for promotion.)
Vocabulary
larticutate 2persuasive3optimum 4neglected5adequate6upcomingTdedicated
8 under-performing
2a 3c 4g 5d 6h 7b 8e
Err
E t timeconstraints2 contender3 master 4 subordinates5 keeptrackof
a desireto 3 notedthat 4 admitted
that 5 awarethat
[ 1 proudof 2 expressed
6 expressed
difficutty;
feels 7 prepared
to 8 expected
to 9 encouraged
E tboost 2enhance3strengthen4refine 5progressed
I
Reading
[ l l m o r e 2 w i ] l d e a l w i t h3 M o s t 4 O v e r 5 c o m m u n i c a t e
opportunities.
El 1 Career
progress
2 lt wittprovide
access
to training
to helptheseindividuals
towards
a seniormanagement
rote.
3 Theycannotperform
theirjob effectively.
4 lt takesa longtimeto getapproval
for holidayleave.
heor sheis alwaysprepared
butthecompany
himor herto request
5 Because
to workovertime,
expects
paidleavewhenmakinganappointment
withthedoctor.
period
5 Managers
willbeencouraged
withtheirstaffto schedule
to setpriorities
tasksoveranacceptable
of time.
issues
7 Togivestafftimeto dealwithpersonal
whichwillaffectthemandalsoprovide
8 Seniormanagement
willbeexpected
to notifustaffof matters
a
monthlyrundown
of developments
withintheorganisation.
Vocabulary
E 1 roomfor improvement
2 a foothold
3 firstconcern
4 overstretched
5 strikea balance
6 cover
7 keptin thedark
E 1 takepartin 2 accommodate;
set 3 keep;informed
of 4 putin 5 bringabout
6 seek 7 holds;accountable
for 8 displays 9 accept 10 reveal
! lapprovat 2initiate 3pursuit 4interfere5notification6appreciateTaspiration
8 encourage9 request 10attain
4pursue 5aspiration6initiate
B lrequest 2interfere3encouragement
7 notification8 appreciation9 attain 10approve
88
ANSWERKEY
El 1 recruitment2 automated3 selection4 personal 5 Jobrotation 6 high-potential
employers8 facilitator 9 Accredited10 Flexible
7 Ethical
learning 11conduct
12 measure 13 counterpart14skillsshortage 15 intake
package
16 remuneration
committee17disclose 18 nursery 19remuneration
20 statement
El rc 2a 3d 4b 5d 6b 7b 8c 9b 10a rlc t2a r3c !4c 15c 16b
77b 18b 79a 2Oc
tr t headup 2 Diversity3 multicultural4 Telecommuting5 graduate 6 leadership
tr
mobile 9 value 10 practice 11firing 12spreadsheet
7 hiringban 8 upwardly
13 High-calibre14 multifunctional15termsandconditions16subsistence
17 reference18subordinate19cover 20 notice
7a 2c 3b 4d 5d 6b 7c 8c 9d 10c 11b 72d 13b 74b 15d
76b 77c 18a 19b 20b
89
HumanResources
is oneof a rangeof newspecialist
titles
designed
for useon its ownor withtheMarketLeader
series.
l d ealforstudents
whoneedto lear nthelanguage
of m or e
sp ecialised
ar easof business
English,
thebookfocuses
on
th ereading
skillsandvocabulardevelopment
y
r equir ed
for
h u manr esour ces.
It i ncludes:
o authenticreadingtexts
fromthe Financial
Times@
andothersour ces
o a glossaryof specialised
language
'CheckTests'
o two
designed
to helpassessprogress
Othertitlesin thisser iesinclude:
. Accounting
andFinance
.
Business
Law
o Mar keting
o Logistics
Management
o Working
AcrossCultures
Formoreinformation
on the MarketLeader
seriesgo to:
www.market-[eader.net
ISBN978-1-4082-2004-7
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