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Transcript of market_leader_business_english_Human Resources.pdf
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 1/89
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 2/89
Recruitment
1 E-recruitment
2
Social etworking
3
Thewar or
alent:Generation
Training
4
Executive
ducation
5
Evaluat ing
raining
rogrammes
6
Apprenticeships
Pay
and
reward
7
Executive
ay
8 Benefits
9
Bonuses
nd
ncent ives
Diversity
10 Ethniciversity
11
Gender qual i ty
12
Hir ingocal ly r
abroad
Strategy
13
Buitdingstrong R rand
14 E-firing
HRdocuments
15
Job
dvert isement
15
Letter f appointment
17 Performance
ppraisal
ecord
18 Staff atisfaction
urvey
Check ests
Answer ey
Glossary
4
8
7 2
76
20
24
28
32
36
52
56
40
44
48
50
64
68
72
76
80
90
8/18/2019 market_leader_business_english_Human Resources.pdf
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This nit ooks t hewaysnwhich mproyersreusingechnotogyn he
recruitmentrocess.
Discuss
hese
uestions.
1
When
ou
are
hinking
bout
our
uture
areer,
ow
an
ou
ind
outabout
he
different
ompanies
and
organisations
ou
could
work
or?
2
What
ort
of
process
o
you
have
o
go
h ough
n
order
o
get
a
ob?
Describe
he
various
tages.
tr
Understandingdetails
tr
Understandingthe
ain
oints
Read
he
article
n
heopposite age
ndanswer
hese
uestions.
1
Which
modern
echnological
esource
re ompanies
owusingo recruithenext enerationf employees?
2 Besides
heir wnwebsite,
hich
wo
other
ypes
f
siteare
ompanies
sing
o
attract
nd ecruit
graduates?
3 Atwhich
tage
n
he ecruitmentrocess
s
online
esting
seful?
4
In
which
womainways
s his
generally
seful
o both
emptoyers
nd
graduates?
5 why
s t
mportant
or
companies
o
give uick
utomated
eedback?
6
Why s t
not
sufficient
or
companies
impty
o use
heir
wn
website
o
attract
oung
ecruits?
7 What
re
ompanies
rying
o
achieve
y
engaging
ith
potential
mployees
utside
f
he
company's
ownwebsiteomain?
8 According
o
he
article,
re
a[[employersroficient
t using
eb
esources
o attract
nd ecruit
employees
et?
Read
he
article
gain
nd
answer
hese
uestions.
1
Which
elt-known
nternet
ite
s
playing
major ole
n
Ernst
ndYoung's
ecruitment
trategy?
2 What
s
heworld's
argest
nline
ecruitmentroup?
3 Give
specific
xample
f how
online
esting
s
useful,
irstty
o he
company
nd
secondly
o
he
potentiaI
ob
applicant.
4 Which
irtual
orld
re
ome
ompanies
singn
order
o
meet
otential
ecrui ts?
5 How
an
potential
ecruits
se
hat esource
o meet
nd atk
o company
mployees?
6 which
ther
wo nternet
orums
o
employers
se
o meet
oung
eople?
7 once
mployers
ave
made
ontact
ith
oung
eople,
ow
o
hey
eep
hose
oung
eople
interestedn hem?
8/18/2019 market_leader_business_english_Human Resources.pdf
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Since2007,Ernst& Young's ecruit-
ment strategyhas ncluded a
page
on
Facebook.On the site,
ob
candidates
canmeetstudents
aining
work
experi-
ence,
participate
n
opinion
polls
and
join
discussion
roups,
whose opics
cover
everything rom
psychometric
testing
o working n China.
However, the accounting
irm's
move into social networking
s
only
one
example f the
way
companiesan
use he web o attract op talent.Some
companies aveextended
heir use
of
the
Intemet n the recruitment
rocess
and are using web tools
very
effec-
tively.
As well as making use
of
the
services f companies
uchasMonster,
the
world's largest
online
recruitment
group,
hey areusingonline
echnology
zo
to speed
p the application
rocess.
This allows candidates o find out
detailsabout hejob
they areapplying
for and complete he
first
stages f
the application.
C One
mpoftant
part
of this
process
s
online
esting. akinga
practice
eston
a corporate
websitemeansan ndivid-
ual can measure hemselves gainst
thestandardsf thecompanyn areas
:o such as numeracy, or example.
For
companies,hese ests
can weed out
inappropriate andidates efore hey
haveevenstarted he
application
pro-
cess.
nd for
graduates,
hey save ime
:s and money. f they don't measure
p,
they can withdraw from the
process
without having to spend time on
application forms or travelling
to
another ity.
D
It
is important or companieso fol-
low up with automated eedbackon
the ests, owever.Candidates ho do
well
in
practice
tests and receive
instant feedback elling them that
+s they'veexceededhe standardequire-
ments ind that
very
encouraging,
nd
so end o stick
with the companyand
continue heir
application.
E However, he
web
offers
more han
so
automated orm filling,
particularly
when t comes o identifying the best
talent
mong he
graduate
ommunity.
Traditionally, companies hought
abouthow to find the right candidate.
ss Today,however, hey hink
abouthow
the right candidatecan find them
-
by
'
settingup shop' n other
parts
of
the
UNIT
' "
E-RECRUITMENT
Internet,outside hei r own web do-
mains. ech-sav\T.
ou
nger-Beneration
individuals now enteri ng he
jo b
market
spend
much
of their
lives
online and expect recruiters o be
there, oo.
For ompanies.hismeans ngaging
in the online social
networking
hat
plays
such an important
part
in the
way
young
ecruits nteractwith their
peers.
As well as socialnetworking
sites,
virtual worlds suchas
Second
Life also
provide
opportunities o
engage
rospective
andidates,
hose
'avatars'
(invented
online characters)
can nteractwith thoseof the compa-
ny's employees.
Much of the real
power
of the
nter-
net in recruitment
exists
in these
external
ites.where ompaniesan
build
an
employer brand and tap
into
potential
ecruits y engagingn
issuesabout which these ndividuals
are
passionate.
his means ompanies
need
o establish
presence
n
every-
thing rom chat ooms o blogs.
But while some orward-thinking
companies redoing his,many ecruit-
ers
have
yet
o
tap
nto hese udiences.
'Organisations
are a bit unsureat the
moment of how to take advantage f
this,' says Emma Parry, Research
Fellow at CranfieldSchoolof Manage-
ment.
But
it's somethinghey'll
have
to do
in the future
because,
or
this
generation
f
recruits,
hat's he way
they communicate.'
FT
Online
recruitment:
Shopping
or talent
in a virtual world
by Sarah
Murray
F
65
G
A
H
85
B
l0
Searchingor nformation
1 Lookat these easons hy employers articipaten socialnetworking ites.Tick /) the ones
mentionedn the article.
1
to attractop atent
2
to
haveun
playing
nSecond ife
3 to bui ld
nemployerrand
2 Look t hese easons hy
young eople
nteract ithcompaniesnsocial etworkingites.
Tick
/)
theones
mentionedn he
article.
1 to develop'avatars'
2
to
mprove
heir omputerki t ls
3
to
oin
discussion
roups
4 to tap nto
potential
ecruits
5 to learnmore boutwor ld
ssues
4 to meetnterns
5
to
part ic ipate
nopinion
ol ls
8/18/2019 market_leader_business_english_Human Resources.pdf
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UNIT
"
E-RECRUITMENT
tr
Wordearch
Find hreewords n
paragraphs
andB of he article
which oltow
he
word ecruitment
ndmatch he
resulting
hrases
ith heirmeanings.
1 recruitment....... a) a
set
of companieshose
ob
t
s
o
help
mployersindnew mployees
2
recruitment
........ b) a
plan
or
ecruiting
ew
mployees
3
recruitment
9........
c) a
series
f
steps
hich esultsn he
hiring
f newemployees
tr
Word
amilies
1
Complete
he chartwithwords rom he article.
2 Completehe chartwith he correspondingouns.
verb noun
to attract
1
to extend
2
to
withdrawrom
to
follow
up
to
receive
5
1 Match heverbs ndverbphrases1-8)with he nounphrasesa-h) o formwordpartnerships
relating
o the use
of online
echnology
n he
ob
application
rocess.
g
Word
artnerships
1
to use
2 to complete
3
to followupwith
4 to
ind
out
5 to
weed
ut
6 to take
7 to save
a) inappropriateandidates
b) web
ools
eryeffectively
c) a
practice
est
d) timeandmoney
e) details bouthe
ob
f) the irst tages ftheapplication
g)
againsthestandards
fthecompany
8 to measurehemselves
h) automatedeedback
Decide hich
actions
n Exercise belong o the
candidate
nd
which
belonghe
company.
One fthem
applies
o both.
8/18/2019 market_leader_business_english_Human Resources.pdf
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UNIT
"
E-RECRUITMENT
Sentence ompletion
Use
hrases
rom
Exercises-C
ocompletehese entences.
1 Wehave
ust
spent
a monthworkingout our for he coming
ear.
We
plan
o take
on
30
graduates
ndwi l l ecrui t
hem
al lonl ine.
2 W e a r e a v e r y p o p u l a r c o m p a n y t o w o r k f o r .n f a c t , w e w e r e v o t e d o n e o fh e t o p - t e n . . . . . . . . l a s t y e a r .
3 Some ompanies
re
using nl ine
web
ools o al low
potent ia l
ecrui ts
o
. . . . . . . . he i rst
stages f heir
job
appt icat ion.
4
Pract iceestsenable
otent ia l
ppl icantso. . . . . . . . themselvesgainsthestandardsf he company.
5
On l inees ts l l ow mp loyerso weed u t
. . . . . . . . . . . . . .
o ha t hey on ' twas te imeor money i s i t i ng
the company
or estsand nterviews.
6 Social etworkinganbea
great
way
o
.. . . . . . .
op alent .
7
l t s an mportant
ar t
of a company'saskof bui td ing n
employer
rand o appealo
potent ia l
y o u n g . . . . . . . .
Understandinexpressions
Choosehebest xplanationoreach ord r
phrase
romhearticle.
1
'...
whose opics covereverything
rom
psychometric
esting o ...'
[ines
6-8)
a) mathematicalests
b) testswhichmeasure
ersonality
nd attitudes
2
'.. . in
areas uchas
numerocy
.. '
l ines
29-30)
a) ski l t
wi thnumbers
nd
mathemat ics
b) abitity o
read
numbers ccurately
3
'...
can weedout inappropriate andidates...'
tines
37-32)
a) select
uitable andidates
b) el iminate nsui tableandidates
4
'lf
theydon't measure p, ..'(tine
S)
a) aren' t igenough
b) aren' t
ompetentnough
5
'Tech-sovvy,
younger-generation
ndividuals..'
l ines
59-60)
a) wi thspecial istechnicaIk i l l s
b)
knowtedgeableboutandable o usemodern echnology
Visit hewebsites entionednd ee f any ompanies
ou
know f
areusinghem o nteract ith
potential
ecruits. escribe
he
waysn
whichheyare
doing
his.
Visit hewebsitesf any ompaniesouknow f and indout f heyprovidenline ervicesor
potential
pplicants.
omplete
practice
estor woand ee
how
ou
measurep.
8/18/2019 market_leader_business_english_Human Resources.pdf
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This nit ooks t heway ompaniesreusingheirexistingmployeeso
find
new
ones.
Discuss
hese
uestions.
1 Describe
aysn
which ompanies
indnewbutexperienced
mployees
n
your
ountry.
2 Can ou hinkof anyotherwayshey ould o his?Explainour deas.
Understanding
he main
points
Read
he
article n heopposite
age
nd
nswerhese
uestibns.
1 Who
reemployers
ncreasingly
singo find
other xperienced
mployeesor
heir ompanies?
2 What
s hebenefitor
heemployee
ho efers
potential
ecruit?
3 Whicheature f modernifehas ncouragedmptoyerso ollow
his ecruitment
trategy?
4 Givewoexamplesrom
hearticle
f online ocial etworking
ommunities.
5
What
re hebenefitsor
hecompany?
5 Wheres
his ecruitment
trategy ore
ommon,ndia
r heUK?
7
Are
here ny
potential
isadvantages
n recruiting
mptoyeesia
personaI
eferrals?
8 What nternet
esourceo
some mployers
rovide
oremployees
howant
o referriends
nd
contacts
s
potential
ob
candidates?
Understanding
etails
Read
he article
gain ndsaywhether
hese tatements
re rue
T)
or
alse
F).
Correct
he alse
ones.
ldentifu
he
part
of hearticle
hat
gives
his nformation.
1
Companiesnly
sk
people
ho
stitlwork or
hem o ook ornew ecruits.
2 lndian
mployers
ave
5
per
cent f heir ecruitment
ostshrough
ersonaI
eferrals.
3
Emptoyees
hobring ew
ecruits
o a companyre
usuatly
ewarded
itha
ob
promotion.
4 Themost nemployeeanmakerom UK mployeror
a successful
ersonal
eferral
s 2,000.
5
Job
andidatesho
have een eferred
y
a
friend
onotneed
o
go
hrough
hesame
esting no
interview
rocess
sother
ob
candidates.
6
lt is best f
a companyoes
ot
elt he
people
esponsible
orselecting
uccessful
andidates
he
name f
he
person
ho
has eferred
specific
ob
candidate.
7
lt can
bea
good
dea
ora company
o waituntil
a
new ecruit
as
uccessfully
orkedor
hecompany
for
someimebefore
aying
bonuso he
person
ho ecommended
hem.
8
8/18/2019 market_leader_business_english_Human Resources.pdf
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Social
networking
hits
the
workplace
byAlicia Ctegg
A
Career-minded
eople
know that hav-
ing a wide circle of friendscan be a
good
thing
in
the
ob
market.
Now
employers are benefiting
from
the
s address ooks of
their employees y
rewarding those who talent-spot or
thecompany.
B Almost half of UK employers ffer
staff an
incentive
to
get
friends and
ro associates
o make
ob
applications,
according
o the
Chartered
nstituteof
Personnel ndDevelopmentn theUK.
Also on the
ncrease re
progralnmes
which encourage ormer employees
rs to feed back recruitment eads and
consider
ejoining
he company
n
the
uture.
C Growing enthusiasm
or social
networking
has made
'personal
zo ntroduction'popular.
The
market s
very aware
of
the
power
of word of
mouth,'saysRichardSpragg,Commu-
nicationsManagerat EPC-global.
'It
is drivenby businessesakingup
2s to communities uchasMySpace
and
FriendsReunited.'
D Employersmeasurably enefit
rom
referral
programmes;
hey can cut
recruitment budgets . According
30 o
one
group
HR director,
n
the UK,
20
per
cent of recruits come hrough
employee
eferrals,which represent
50-per-centostsaving,while n India
abouthalf come hrough eferrals, nd
:s the savings recloser o 75
per
cent.
E Keepingcostsdown sn't the only
attraction f referralandex-employee
hiring schemes.ustas
mportant
re
the benefits
hat low from appointing
$ someonewho is known to share he
F
values of the culture they are
oining.
'The
learning curve for becoming
effective is much shorter,'says Richard
Jordan, Head of Employer
Brand at
Ernst & Young
in London.
One concem.
however. is that refer-
ral
programmes
restrict the flow of new
ideas nto organisations,becauseexist-
ing staff are likely to
recommend
people
who think like they do.
As the
popularity
of
referral
programmes
which offer
a reward has
risen.
so
has the
size of
the reward. A
case n
point
is
professional
services
firms, where bonuses
can range from
f2000 for the appointment of a secre-
tary to f
10000 for a
partner.
However,
another concern is that extravagant
bonusesmay tempt staffto
recommend
names nappropriately.
Some
feel that friendship can
colour
someone's
view of a
prospec-
tive mate's capabilit ies.
When a
respected employee recommends a
friend, employers may be tempted
to
assume that
the candidate will make
an equally
good
colleague.
Referral
programmes
are useful, but
certain rules
are necessary.Rule one is
that referred candidates should be
assessed n the same basis and by the
same
methods
as externalapplicants.
Another
safety
measures
to hide the
source,wherepossible,hroughwhich
zs
referralshave
entered he selection
pipeline.
J
Recommendations re valuable
only
if they
provide
candidateswith the
required
skills.
Recruiters
must also
so
plan
or how
o deal
with
appointments
that
go
wrong. To limit their financial
exposure,
ome
mployers
ay
bonuses
only
after a referredcandidatehas
completed
probationary eriod.
K One employer nvites staff,part-
icularly those in areas
of
skil ls
shortages,o enrol as
talent
scouts'.
They then receive an online magazite
that highlights recruitment
priorities
m and offers tips on how to network.
They earn how to spot and approach
talented
people
n
order
o increase he
talent
pool.
In some
people's
view,
though, not
paying
the
recruitment
ss bonus until after a probationary
period
s a
clear caseof
management
avoiding esponsibity.
FT
50
G
d)
H
UNIT
'"
SOCIAL
lIETWORKING
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UNIT2'>
SOCIAI
tETWORKING
tr
Wordearch
1 Findwordsand
phrases
n
he article
whichdescribehings
employeesr
ormer
mployees
cando o hetp
ind new ecruitsor a company.
1
to . . . . . . . - t . . . . . . . .
paragraph
)
2
to
get
r iends
nd
ssociateso
m... . . . . . j . . . . . . . .
. . . . . . . .
paragraph
)
3 to . . . . . . . . . . . . . . . .
ec ru i tment. . . . . . . .
paragraph
)
4 to
r. . . . . . . .a
r iend
paragraph
)
5 to
enro l sa
. . . . . . .
. . . . . . . .
paragraph
)
6 to
n.. . . . . . .
paragraph
Q
7 tos . . . . . . . .and. . . . . . . . ta len tedeop leparagraph0
2 Findwords
n
he article
whichdescribe hatcompanies
fferstaff n
return
for
his
hetp.
1
an .. . . . . . .
paragraph
)
2
a r . . . . . . . .
paragraph
)
3 a
b. . . . . . . .
paragraph
)
3 Findwords r phrasesn he articlewhich it thesemeanings.
1
the
referral f a friend r associateo
thecompany
ou
work or
(paragraph
)
p . . . . . . . .. . . . . . . .
2
whata
companyssaid o have
made hen candidate
s
given
new
ob
paragraph
)
4 . . . . . . . .
3 the
process
ywhich andidatesre
nterviewed,henacceptedr
rejected
paragraph
)
t h e
. . . . . . . .
. . . .
4 the
period
fter
newemployee
s
recruited,
uring hichhe
companyssesseshether
they
are
ight or
he
ob
and an ontinueo
work or hecompany
Some
mployerso
not
pay
eferral
onusesntilthisime
hasbeen uccessfutty
ompteted.)
paragraph
)
P . . . . . . . .. . . . . . . .
tr
Wordamilies
Completehe chartwithwordpartnershipsrom he articlewhich nclude ifferentorms f refer.
verb noun adjective
adiective
t o . . . . . . . t
omeone
to
a
company
employee
3
candidate
.o
rogramme
10
8/18/2019 market_leader_business_english_Human Resources.pdf
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UNIT2
"
SOCIALNETWORKING
Textcompletion
Use
ords nd
hrases
rom xercisesand
B
ocomplete
his
paragraph.
Companiesansave
lot of money y encouraging
mployeeso
f indnew ecrui tsor hem.
o
do his,
theyusualty
f fer heemployee
f inanciat
. . . . . . . ' .
ome
ompaniesreso
wel lorganisedhat hey
have
s e t u p e m p l o y e e . . . . . . . . . . . . . . . . ' t o a d v i s e e m p t o y e e s o n t h e t y p e o f
e c r u i t s t h e c o m p a n y m o s t u r g e n t l y
needs. ome ompanies
recaut ious bout
ewardinghe
.. . . ' toosoon. hey omet imes
wa i tun t i l he
new ec ru i t as omp le ted
. . . . . . be fo re
ay ing
he
emp loyeehe i r . . . . . . . . 5 .
f
an
emp loyeeses he i r
ree ime o
. . . . . . . '
nd
. . . . . . . - . . . . . . . . /
o ten t ia l
ec ru i t s ,hey anearn o to fex t ra
moneyon op
of
their
salary.
U
nderstandn
g
expressions
Choose
hebest xptanationoreach ord rphraseromhearticte.
7
'Career-minded
people
know ha t ...'
tine
1)
a)
peopte
hohave trong mbit ions
or heir areer
b)
peopte
hodon' t ike heircareer
2
'...
busine ses
wakingup to communities
uchas ...'
lines
24-25)
a) becoming
moreaware f
b) saying
el lo o theirneighbours
n
he
morning
3 'Theleorningcurve or becomingeffective ..' tines42-43)
a) amountof time
t
takes o
acquire he
rightknowledge
b)
amount
of time
t
takes o
recruit
4
'. . .
extravaganf
onuses ..'
l ines
58-59)
a) extremely
arge
b) addi t ionat
5
'...
can colour someone's
iew of ...'
tines
67-62)
a) inf tuenceheir
udgement
b) make hemangry
6
'Io
Iimit their
inanciol
exposure, ome
employers ..'
lines
81-82)
a) keep heir
inances secret
b) minimisehe
isk
of
osingmoney
7
'.,.to
increase he talent
pool.'
([ines
92-93)
a) encouragemployees
o mproveheir
wimming ki t ts
b) raise he
number f h ighty ki l led mpl oyees
n hecompany
1 Write
short
eport utl iningheadvantages
nddisadvantages
o companiesf using
anemployeeeferralcheme.
2 The ncentivesentionedn hearticle remostty impleinancial
ayments.
rite istof
otherwaysn which company
ouldncentivise
tsemployeeso bring
n new ecruits.
7 7
8/18/2019 market_leader_business_english_Human Resources.pdf
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This nit ooks t heway nwhich oungecruits'expectationsf a uture
job
andemployer
re
hanging.
Discuss
hese
uestions.
1 What re he
main
eatureshat
you
would
ook or
n
a
future
mployer?
2 What re hemost mportantactorshatyouwould ook or n a
ob
orcareer?
d) eight
weeks'hotiday
er
ear.
h) career evelopment
pportunities.
3 Companies
inda variety f
ways o atlow
Generation
o
help
people
hoare ess
fortunatehan hemselvesnways uch s:
a) taking
cuba-diving
essons.
c)
working
or oreign
harit ies.
b) raising
oney
orcharity.
d)
backpacking
ound
heworld
or
a
year.
4
Generation
employees
re
generally
ore omfortable
hanolder
mployeesit h
modern
ork tyles
nd ommunication
echnologies
uch
s:
a) Internet-basedcommunications.
)
e-mailing.
a) large
ompany
ar.
b)
high
atary.
c)
good
work-l i fe
alance.
b) text
messaging.
c) webapplications.
e)
flexibte ork
chedule.
f) ethicatemployer.
g) gtobat
xperience.
e)
videoconferencing
pplications.
f) virtuat eamwork.
tr
Understanding
he
main
oints
Read
hearticte
gain nd
answerhese
uestions.
1 Why re
oung
mployees
eeno engage
n lexible
orking?
2 Why reemployers
appyo
allow heir
mployees
o work
lexibty?
3
Which
eaturesf
modern ociety
oemployers
rovide
o hat
hey an
o
his?
4
lsGeneration
expressing
ore r ess
oncern
or he
planet
ndhumanity
han
revious
enerations
id?
5
What oes hisgenerationxpecto do asterhanpreviousenerationsfemployees?
tr
tnformation
earch
Readhearticle
n heopposite
age
nd
ick
/)
the
tem(s)hatcomplete
ach entence,
according
o the
article.
1 The
oungest
eneration
fcompany
ecruitsreoften
eferred
o as:
a)
Generation
. b) he
Miltennials.
c) Gen
.
2 Whenhey
onsider
heir
uture areer,heir
priorit ies
re:
72
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UNIT
"
THE
WARFOR ALTNT:
ENERATION
GenerationY:
How
to keep
top
talent
engaged
box', volunteering
and
community
programmes
can help
address
this
issue. In
addition,
job
rotations
and
accelerated leadership programmes
can develop young
recruits '
ski l ls
and
broaden their
horizons
by taking
them away
from
their main roles
and exposing
them
to other
areas
of
the business.
G
Global experience
s
also highly
valued
by Gen
Y recruits.
Vodafone,
ro
for example,places
high-potential
individuals n
its
other
operating
companies round he world aspart
of thei r career
development.
While
there
s a cost
to this
strategy, f
7s younger
ecruits
are not
given
hese
opportunities, hey
may take
hem up
anyway.
Take he
example
of
a
young
employeewho
wanted
o develop
his
careerby working
in India
and was
m
prepared
o
go
on his own
ifVodafone
would
not
facilitate
hemove.
H However,while hedemandsecruits
place
on their
employers
may
present
new
challenges,
Generation
Y also
ss
bring with
them highly
valuable
new
skills,
particularly
when t
comes o
the
easewith
which
heyuse
echnology.
Clobaloperations
equire
growing
amount
of virtual
teamwork
usingweb-
m based
communications
hannel
and
video
conferencing
echnology.'These
are hings
that
young people
ake for
granted,' aysMatthewWhitbourne,
Senior nventor
at IBM
andEuropean
e-s
Manager
of the Extreme
Blue
summerwork
experience
cheme,
which
allows
talented
students
o
gain
valuable
experience
working
on technical esearch rojects.
As
tm
employers,
e have
o be more
creative
about his.'
.i
by
Sarah Murray
A In recent
years,
many
employ-
ers
have
struggled
to meet
th e
changing
xpectations
f a
generation
of
young
employees
Gen Y, or the
s
Millennials,as
hey are
often
known
-
who famously
expect
a high salary
and
plenty
of
worklife
balance.
B Research
as shown
hat a hish
percentage
f employees
ee fexib-le
ro working
as
being extremely mpor-
tant, and an
evenhigher
percentage
of employers
believe
that offering
employees flexiblework schedule
is one
of
the best
ways
o
attract
and
r: retain
he best alent.
Many workers
feel that the ability
to work remotely
(from
home) would
reduce
the
stress
of their working
life. In
the
most orward-thinking
of companies,
l
therefore,employees
re
encouraged
to redesign
heir working
ives o make
them more flexible
with
the help
of
state-of-the-artT andmobiledevices.
C However,as well
as
all the usual
'.
demands,
R and ecruitment
irectors
havenoticed
some ignificant
hanges
in
theway
young
ecruits re
approach-
ing their
careers
hese ays.
D Firstly,
Generation
Y are
placing
:o increasing
importance
on
the
company as
an ethical
employer.
No"vadays,
here's
a ot of talk about
sustainability,
whereas
a decade
or two
ago, t wouldn't
have been
:s important.
The
responsibil i ty
of
companies
o help
solvesome
of the
world's
social and environmental
problems
s certainly rising
up
the
young graduate's
genda;
hey want
qo
o be assured
hat the
companyhas
ethical
practices
and
policies
that
match
heir own
philosophies.
E Employers are respondingby
offer ing a
growing
number
of
+s
opportunities or
staff to
embark on
community work.
These include
fundraising
r
volunteer ing.
areer
breaks
or
participation
n internation-
al fellowship programmes
hrough
so which
they can spend ime
working
for non-prof i t
organisat ions
n
developing
ountries.
F Another deciding factor for
Generation
Y is the
desire to
be
ss
exposed o a
greater
ange
of experi-
ences
nd esponsibilities
t an earlier
stage n
their career.As well
as
tick-
ine
the
environmental
and social
FT
6 What
m ght
he r isks e
o a com
pa
ny
f em
ployees
ren' t
iven
he nte nat io
al
exper ience
heywant?
7 Why s t mportantoremployerso be at t ract iveo theyounger enerat ion
n
part icular?
13
8/18/2019 market_leader_business_english_Human Resources.pdf
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THEWARFORTALENT:GENERATION
tr
Wordearch
Findhe
phrases
n
he
article
hich
match
hese
meanings.
1 changingepartmentsegularlyo
get
a broad ange f experience
paragraph
)
j
r . . . . . . . .
2 ways orhigh-flyerso do
ntensive
rainingo becomeenior
managers
t a
young
ge
paragraph
)
a . . . ' . . . . 1 " . . . . . '
. . . .
"
3
job
raining utside
our
wn
country
paragraph
)
9 . . . . . . . . e . . . . . . . .
4
expectedo rise o a senioreveln a company
paragraph
)
h . . . . . . . . - p . . . . . . . .
5
thinking arefu[[ybout he
steps
n
your
areer nd
getting
he ightmix
of
experience
nd raining
(paragraph
)
c. . . . . . . .e . . . . . . . .
E
Word
artnerships
1 Match heverbs
1-6)
with
he
phrases
a-f)
o
make
xpressions
rom
he articlewhichdescribe
reasonsor andbenefits f flexibleworkingn
companies.
a) lTandmobile evices
b) a lexibte ork chedule
c) thebest alent
d)
their
workingives
e) thestress f heirworkingif e
f) remotely
2 Decide hich ctionsn Exerciseareperformedy heemployerndwhich nes y heemptoyee.
1
to offer
2 to redesign
3
to usestate-of-the-art
4 to
attract nd etain
5
to work
6 to reduce
E
Text ompletion
Usewords nd
phrases
rom he
article
o
complete
his
paragraph.
TheMittenniatshinkt sverymportanto choose
o
work or
ane... . . . . . . . . . . . . . ' ,newhich as hekind
of
ethicat
. . . . . . .?
nd
p... . . . . . ' they
el ievecompanyhoutd
ave.
any f hem eelstronglybout
t. . . . . . . .0
ssues.hey
on't impty ish o earnmoneyhroughheir
ob.
hey tso ant
o
use t o help
solve ome f heworld'sconomicnd ... . . . . . troblems.ompaniesre ncreasingtyinding way o
hetp hem o hisbyoffering pportunitiesor
young
ecruits
o
raisemoney,nown
s ........u,
or
worthy
chari t iesrworkingor ree or
a
period,
r
v.. . . . . . . i .
here
re
variety
f
n.. . . . . . .p.. . . . . . .8
rganisat ions
they
an e lp
y
par t i c ipa t ing
n
. . . . . . . .. . . . . . . .
. . . . . . . . ' .
8/18/2019 market_leader_business_english_Human Resources.pdf
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UNIT
"
THEWARFOR ALENT:ENERATION
Sentence
ompletion
Use
words
nd
phrases
romExercises-C o
complete
hese entences.
1 In
order o attract nd
etain
programme.
2 Thismeanshat
young
ecrui ts i l l
get
a
which heyachievehrough ser i es f
individuals,he bestemployers ffera fast-track
verybroad ange f
work challenges
ery
quickly,
.
Thismayeven nvolve
oing
broad ndacquir ing
3
On heotherhand, omeGenY recrui ts realso lear lyookingo
reduce
hestress f heir
4
Oneway o achievehis
s
o takeadvantagef modern
T
and
..
to manage
.. . . . . .
work
schedule,
hichmay nvolveworking romhome
several
aysa week.
However,
en
Y
don' tonty hinkof hemselves.
hey
re
equal ly oncerned
hat heiremployer
should ef lect
heir . . . . . . . .
h i losophies,
uch s
helpingo solve omeof
hewor ld 's conomic
a n d
. . . . . . .
r o b l e m s .
In responseo this,many mployersf fer pportuni t iesor hetping thers
hrough npaid
. . . . . . . .
r o g r a m m e s .
U
nderstand in
g
expressions
Choosehe best
exptanation
or each
phrase
rom
he article.
7
'...
rising up the
young
graduate's
gendo...'
lines
38-39)
a) becoming ore mportanto
b) increasing
heamount f
ob
nterviews
hey
go
o
2
'As
well
as"ticking the environmental nd socialbox",...'
(lines
57-59)
a)
improving
heir ociali fe
b) meet ing
heir
desire
o
help
people
nd he
planet
3
'...
and broaden
heir
horizons
by ...'
line
64)
a)
provide
pportunities
or
ravel
b)
give
hemwiderexperience
4
'These
are hings
hat
youngpeople
ake
or
granted,
.. '
l ines
97-93)
a) expect o be on offer
b) altowus o do
1 What o
you
hink boutheexpectat ionshich enerat ionhave
boutheir ompanynd
heir
career? o
hey eflect
our
wncareer
spirationsndexpectations?o
you
have
nyother
riorities?
Explain
our
deas.
2 Visit hewebsite
f a
few
com
anies
o
u
are nterestednandwrite
short eport nwhether
he y
providehekindof career evelopment,otunteeringpportunitiesndworking tyles escribed
in he
art ic le.
1 5
8/18/2019 market_leader_business_english_Human Resources.pdf
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Thisunitexploreshe executiveducation nd eadershiprogrammesn
offer
o
emptoyees
nd
managersn argeAustralian rganisations.
Discuss
hese
uestions.
1 Why o
you
hink ompanies
rovide:
a) executiverainingo existingmployees?
b) teadershipevelopment
rogrammes
o new
graduate
ecruits?
2 Some ompaniesevelopnd un heir wn raining
rogrammes,
hi tst thers ngagexternal
partners
o
help
hem.What r e headvantagesnd isadvantagesfeach pproach?
tr
Understandingthe
ain
oints
Readhearticte n heoppositeage nd aywhetherhese tatementsre rue T)or alse F).
Correcthe alseones.
1 Well-establishedraining
roviders
re onductingoursesnAsia orAustralia-basedanagers.
2 Customised
rogrammes
re hemost apidly xpandingrean executiveducationnAustralia.
3
An ncreasingumber
f emptoyersre hoosing
rogrammes
etivered
y acil i tatorsithan
extensiveraining ackground.
4
The esidential
oursesunbyMGSMor
Qantas
re
part
of a wider raining
rogramme.
5 Some rogrammesrepareess-experiencedmployeesor utureeadershiphallenges.
6
TheBHPeadershipevelopment
rogramme
asdesignedorexisting anagers.
7
Participantsn
he
Acceleratedearningaboratoryocus n a sks nd ssues
pecifico heirwork.
PYoqYanlwel
AooeLerated
L-earwLwg
L-^aboYatort4
ProvLdersz
Pa*weYsl
A L w + :
. . . . . . . . '
Covwlaw}l
tr
Understandingdetails
Scan he
articleagain
quickly
o find nformation
o complete
hesenotes.
PYograttuLt
Lel
f
o
v,r-
da
g
L*evr,sLv
exeor,tttv
edwcatLow
ourse
ProvLder: MeLbowrweBusi,wess
sohooL
(r"tss)
ALw,":
c,oyyL?awtdl
ProgYathLnLel
three-gear
Leadershr4
dt
eveLopr,t't'e
t
7Y
o
gYa
vwrw
e
Provtvder:
Pavtwe ls2
. . . . . . . :
ALvw:
c,onL?awtAl
16
Uil lT4
""
fXI{UTlVg ]U{Al lCN
8/18/2019 market_leader_business_english_Human Resources.pdf
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25
D
6s retain and develop ocal
talent, some
companies re urning o business
education o help prepareyounger
or less experienced mployees or
future eadershipoles.
I BHP Billiton recently aunched
a
three-year eadership
development
programme
or
900 new
graduates.
'BHP
want to make
sure
hat
he oar-
ticipants re
prepared
or leaderihip
zs challengesn the
early
phase
of their
careerand adopt he culture
of
BHP,'
saysMr Seyboltof the MBS, which s
running the
programme
n
partnership
with
universities
n
Santiago,Chile,
s0 and n
Cape
Town.
So
they will want
to staywith the corporation or a much
longer
part
of
their career.'
J
The desire o
prepare
uture leaders
for
their
roles
more
quickly
andcom-
ss
prehensively
lso ed o the aunch ast
year
of
theAccelerated eaming
Labo-
ratory,a collaborative enture etween
theAGSM,
the Universityof Sydney
School of
Psychology
and seven
so commercialpartners.
K
About4O
Qantas
mployees resoon
to start he
programme,
hich ncludes
simulations,ole-play,eam-building
and strategyexercises, s well as
os
coachingand
on-the-jobassessments.
'The
programme
s very
practical,
as
the ssues
he
participants
ace
n
their
work aresimulatedn the ab,'saysMs
Lonergan.
They
areable
o
practise
a
r00
ew skil l n a
very
safe nvironment
and hen comeback to the workDlace
andapply t.'
FT
35
E
by
Leodora Moldofsky
A In the
past
10 months, our
groups
of
senior
managersromAxa Asia Pacific
Holdings ave ndergonen ntensive
executiveeducationcoursedesigned
s to deepenheirknowledge f who hey
areandwhere heir employer s
going.
B Each
our-day esidential
ourse,un
by
MelboumeBusiness
chool
MBS)
at a beachfront
Hong Kong hotel,
ro has cost aroundHK$700,000,says
Shubhro
Mitra, Regional
Organisa-
tional DevelopmentDirector for Axa
in HongKong.Alocal
programme
may
havecost ess,he says, ut
'I
don't
rs think rve could have
got
the compe-
tenceand
quality
we are
getting
rom
the
MBS.'
While institutions in Asia now
of le r a
w ide range
o f execu t i ve
education ourses, growingnumber
F
C
Tailored
programmes
uild
leadership
kills
of
Australia-based companies are
engaging well-established business
education providers to deliver pro-
grammes
for their managersbased
in Asia
or even
further away.
Customised
programmes
(desi
gned
for
one
company) are the fastest-
g rowing
segmento f
the execut ive
education field in Australia.
'The
most
important thing for us was to flnd a
partner
who was really
prepared
o
put
their content together
in
a
way
that
was most useful for us,' says Kate
Lonergan, who oversees
management
development
at
Qantas.
The Australian airline has
partner-
ships with two business schools:
Macquarie
Graduate
School of Man-
agement
(MGSM)
runs its in-house
senior executive
progralnme,
while the
Australian
Graduate School of
Man-
agement
(AGSM)
in Sydney runs a
customised
programme for its
emerg-
ing leaders.
When choosing
prograrnmes,
more
employers are opthg for those led by
facilitators with signifi cant
real-world
business experience.
'The
real test for
u s i n s e l e c t i n g a
p r o g r a m m e
i s
who is conducting
[it],'says
Mr Mitra
atAxa.
'The
MBS facilitator was
great
becausehe lvasn't a
professor;
he was
a former
chief executive.'
G Qantas asnotyet ormally assessed
ss the extent
of
the ncreased apability
resultingrom tssenior xecutive
ro -
gramme.
But Ms Lonerganstresses
that the residentialcourses un by
MGSM are only one
part
of
a nine-
ro month
programme
hat also ncludes
executive
coaching and
on-the-
job
training.
H As
employers
ncreasingly view
executive ducation s a kev tool to
t 7
UNIT4
"
EXECUTIVEDUCATION
8/18/2019 market_leader_business_english_Human Resources.pdf
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tr
Word
earch
tr
Word
amilies
Complete
hechart.
verb noun
person)
noun
activity)
to facilitate
1
facilitation
to rain
t ra iner
2
to
lead
3
4
to
part icipate
5
6
to
partner
with)
7
8
to collaborate
9
1 0
Findwords r
phrases
n
hearticle ith hesame
meanings hewordsn talic.
1 A imited umber f employees
ave
articipoted
n hesenior xecutive
rogramme.
paragraph
)
2 The imofthecourse
sto
enhanceheir
owarenessndunderstandingfmanagement
rocesses.
(paragraph
)
3
Weare iring facilitator
rom
ocal usiness
chool.
paragraph
)
4 Kate onerganuperuisesheoutsourcingofrainingandevelopment.paragraph)
5
Many ompaniesre hoosingourses hich
rovide
solid
rounding
n
practicaI
kitts.
paragraph
)
6
An
experienced
acil i tators eadinghecourse.
paragraph
7
We olled ut ournew raining
rogramme
astSeptember.
paragraph
)
8 Followinghecourse,
articipants
ittbeable o
puf
new kills
nfo
practice.
paragraph
0
tr
Scrambled
ords
Use he definitionso helpyou unscramblehe phrasesrom he article.
1 a coursewith accommodationt the raining
enue
paragraph
)
DEEATIRINLSOCSUR
2
training
esignedo meet he specific
eeds
fthe
participants
heading
/
paragraph
)
EDTRIALOGSMPRAREO
IUSCODTEMSGSMPRAREO
3
how
executives
dentifu heirownstrategies
or
achieving pecif ic
oals by
eceiving
guidanceather hanadvice) paragraph )
UTEEEIVCXNCAHGIO
4
learning y observing
ellowemployees
erforming
task
(paragraph
)
ON-ETH.BOJ
IGINNTA
18
UNIT4
"
EXECUTIVE
DUCATION
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E
Vocabularydevelopment
Match
hese
phrases
1-6)
with heir meanings
a-f).
1 of f - the- jobraining a) a learning
rocess
hrough
hich
n
ndividuaIeceives
expert dvice nd
guidance
roma more xper ienced
erson
2 open ourses b) t raining hich s recognisedy anoff ic ia l rganisat ion
3
mentor ing c) t ra ining hich
s held
outsidehe
place
f work
devetoped
anddel iveredy he
company
r an
external t raining
rovider)
4
in-house
rogrammes
d) aneducat ion
rogramme
hich s
del iveredhrough
combinat ionf raining pproaches,uch se- learning,
e-mentor ing,orkshops ndon-the- jobrainingo
provide
conveniencendchoiceo employees
5
ftexibteearning e)
t raining
hich s hetd t he
place
f work
developed
nd
det iveredy hecompany r an externalraining rovider)
6 accredi tedraining
f)
courses ndseminars
hich
reavai tableo the
pubt ic
Usewordsand
phrases
rom Exercises
and
D
o
completehesesentences.
1 A.. . . . . . a l lows
eople
i th
simi larraining
eeds
o
l ive, earn
nd
network
ogether utside
the officeenvironment.
2 Var ious
rofessions
equireheirmemberso undergo
.. . . . . .
rogrammes
o
ensure
hat
a speci f ictandard
f t raining
as
been
eached.
3
. . . . . . . . . . . . . . .s
a conven ien tay o remp loyeesi tha va r ie t y f ea rn ingeeds r ime ons t ra in t s
to developheir k i l ts ndknowledge.
4
. . . . . . . . i s o f t e n a n e f f e c t i v e w a y t o p a s s o n t h e b e n e f i t s o f
e a r s o f
x p e r i e n c e t o
u n i o r t a l e n t i n a
personaI
ndconf ident ia lav.
usual ly ave speci f icearning oal, ut heyarenot ai loredo one ndividual
or
organrSai lon.
6
. . . . . . . . - . . . . . . . . . . . . .
e tps
mp loyeeso
ga in
eeper now ledge
yobserv ingthe rs
e r fo rm ing
different
rocesses
nd
procedures.
1 Whitemany
ompaniesend heiremployeesn open ourses,ustomised
rogrammes
rebecoming
increasingly
opular.
Make
a l istof the advantages nddisadvantages
f each ypeof
programme.
2 Describe course,
raining
rogramme,
eminar r ecture
hat
you
have
attended r been nvolvedn.
What ypeof coursewas t?
Whatwere he objectives? hateducationaI
r
professionaI
ackground id
the
participants
ave?What
background id he facilitators ave?Did t involve
n outside
gency?
n
your
opinion, owsuccessfulas
hecourse?
tr
Sentenceompletion
19
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Thisunitexamineshe chal[engesnvolvedn assessinghe mpact f
corporate
rain n
g program
es.
Discusshese
uestions.
1 How an rganisation s
valuate
hesuccessf raining nddevelopment
rogrammes?
2
Which o
you
hink seasiero
evaluate:
hard
skills'training
e.g.
T
skitls nd a les
raining)r
'softskills'traininge.g. egotiationndpresentationkills raining)? hy?
2
3
4
5
a)
b)
c)
isdifficulto measure
ecauset sabstract.
implementhat
hey
have
earnt
immediately
fter hecourse.
can
dentify
nemployee's
urrent areer
status ndhisor herootential.
isa challenging
ask
or
education anagers.
canbe
racked ver
period
f ime.
d)
e)
tr
Understandingtheain
oints
Read
hearticle
n
he
opposite
age
ndanswerhese
uestions.
1
What oesmmediateeedback,
uch sanemployeeurvey,eveal
bout raining
rogramme?
2 Inwhatway s mmediateeedbackess sefu[?
3 Why re he esults f hard-skitts
raining
asy
o see?
4
How an
he
mpact
fa eadershipevelopment
rogramme
eevaluated?
5
How
might raining enefit
n
organisationuring restructuring
rchange
fstrategy?
6 Accordingo Herv6 orensztejn,
twhat tage f developing
raining
rogramme
hould ourse
evaluation
e
ntegrated?
7
ln
additiono raining
rogrammes,
hat ther actors ouldead
o a changen business
erformance?
Understanding
etails
Readhe
article gain nd
match
he entencealves.
1 Evaluatingraining
rogrammes
The mpact
f soft-skillsraining
To
evaluateearningnitiatives,
n
employee's
career
rogress
A
good
orporate
niversity
Tomonitorheeffects f raining,
articipants
should easkedo
20
UNIT
"
EVALUATINGRAININGROGRAMMES
8/18/2019 market_leader_business_english_Human Resources.pdf
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Returnon investmenfMore an artthan a science
C In technical raining,
payback
can
often be
seen
quickly
and easily.
Health and safety raining,
or exam-
zo
ple,
may result n fewer accidents
n the
workplace, ndsalesrainingmay ead
to
higher
sales.
D
'Soft
skills'training, suchas eader-
ship development, eam-building
x negotiation skills, is much harder o
evaluate ecauset is moreabstract.ts
impact,however, an be
measured y
observing
ow
quickly
managers ho
have aken
part
n a leadership evel-
io opment
programme
are
promoted
compared
with thosewho havenot. .
E
One
area n which this is
possible
is
succession
management nd high-
potential
development.
A
main
35 concernat senior
evel is
ensuring
a
flow of managers ho can ill theposi-
tions that
open
up,' says Gordon
Shenton,who leads a
project
at the
European
Foundation or Manage-
40 ment
Developmentaimed at raising
the standards f corporate
eaming.
F He believes hat some
orm of sys-
tem that tracks employees'
career
progress
over
a
period
of time helps
+s evaluate
whether earning and devel-
opment
nitiativesare
paying
off.
'It's
whetheryou've really known where
people
are n their careersand what
their
potential
s
-
and he
good
corpo-
so
rate
universities
have made his link
very carefully,'hesays.
G
In
periods
where
a company
s
going
through restructuringor
a changeof
strategy,
t is also
possible
o assess
ss how training s acceleratinghat
pro-
cess.
l f
something
s
going
on
in
the irm, we measure ur ability topush
it through and what the
learning
and development
community has
oo contributedo that,'says ulieMorgan,
UK Head of Learning and Develop-
mentatKPMG.
H The most
obvious
area
o watch
when working out how training is
os benefiting he organisations the way t
ties n with a company's usiness
objectives.
erv6Borensztejn,
eadof
the CorporateBusiness cademyat
EADS, theEuropean erospaceom-
70
pany,
believes companiesshould
focuson measuringhe businessmpact
of any earning and development
pro-
gramme
before t has even been
put
together.
You
need o integratemea-
?s surementnto the way
you
design he
programme,'he
ays.
So
you
might
have
some
ctivitieswhere
people
ave
to implement what they've learnt
directly after aking he raining.'
I The
problem
s, however, hat while
improvedbusiness
erformance
may
well take
place
as a result of training
andstaffdevelopment,t is impossible
to separate he contribution that a
ss learning
programme
has made from
other actorssuchas ncreased emand
in the marketplace or
your products
and services r the motivation
provided
by a
particularly
inspiring boss.
m 'Beyondthequalityof training hatyou
get
from immediate eedback
uchas
employee surveys, t is extremely
unclear
what
has brought about a
change,'saysMs Morgan.
Because
ss
it's a combination
f
so many actors '
FT
by Sarah
Murray
A
'If
you
think education s expensive,
try
ignorance,'said Derek Bok when
he was President f Harvard Univer-
sity. While this may be fue, t provides
s little comfort for those education
managers rying to estimate he effec-
tivenessof their company's earning
and development
programmes.
B
10
While
'happy
sheets' surveys
conducted
after a training
programme
-
provide
an nsight nto each
partici-
pant's
reaction to
the
training
methodology, he instructorsand the
overall learning environment, hey
reveal ittle about how it has enhanced
business erformance.
15
27
uilrr5
"
EvATUAilNGTRATNTNGPRoGRAMMES
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ll ll
ll l
@
ll
ll
tr
Understandingexpressions
Choosehe bestexplanationor each f hesewords r
phrases
rom he article.
7
'...
payback
an
often
be
seen
uickly
nd
easily.'
lines
7-18)
a) the epaymentf a oan
b) the
eturn
nan
nvestment
c)
the
act
of
paying
2
'One
area n which his s
possible
s succession anagement...'
tines
2-33)
a)
a
process
o assist enior
taff n
achievingheir
personal
oals
b)
the
eptacementf
senior taff, i ther
xternally
r
nternatly
c) the nternal evelopmentnd eplacementf key
people
3
'...
ensurin a
low
of managers..'
lines
5-36)
a) large umber f
b) continuousutput f
c) high tandardf
4
'...the
way t fres n with...'(lines 5-66)
a) compares
b)
promotes
c) links o
Word families
Complete
hechart.
verb noun
evaluate
assess
2
measure
estimation
tr
Word
artnerships
Match heverbs
1-7)
with he nouns
a-g).
1
to
provide
2
to
raise
3 to rack
4 to measure
5 to conduct
6 to make
7 to
get
a) the mpact
b)
a survey
c) a contribution
d)
(someone's)
rogress
e) an nsight
f) feedback
g)
standards
22
UNIT
"
EVALUATING
RAINING
ROGRAMMES
8/18/2019 market_leader_business_english_Human Resources.pdf
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Sentence ompletion
Use
hrases
rom xerciseocompletehese entences.
1 l f
you
ntend o
. . . . .
of ra ining n staf f
per formance,
ser ies f achievable
argets
needso besetandmonitoredystemat ica[ [yver
per iod
f ime.
2 Most raining
ni t iat ivesave
lear t rategic
usiness
oals,
ut many rganisat ionsai l o . . . . . . . . heir
employees' . . . . . . . .
n meet ing
hose bject ives
f ter development
rogramme.
3
The
purpose
f heseminar as o
. . . . . . . . nto
essent iaI
egot iat ion
ki I ts.
4
We
wit t
. . . . . . . . . . .
o
ident i fy ow
he eam-bui ld ing
eminar as
perceived
y employees.
5
The nternal
rainers,oaches nd raining
epartment . . . . . . . n he
quat i ty
f a
training
programme
henemployeesomplete
n
onl ine
uest ionnaire.
Wordsearch
The
rticleontains
any escriptions
f
he mpactf raining
rogrammes.
ind erbsn hearticleha t
have
similar
eaning
o heones elow nd
ompletehe nfinitiveorm.
1 to mprove
to
e. . . . . . . .
paragraph
)
2
to
cause
a ) t o . . . . . . . .. . . . . . . .p a r a g r a p h)
b ) t o
1 . . . . . . . .. . . . . . .
p a r a g r a p h
)
c ) t o
b . . . . . . . .
. . . . . . . .
p a r a g r a p h
)
to resuttn succ€ss
t o
p . . . . .
. .
. . . . . . . . ( p a r a g r a p h
)
to
speed p
toa. . . . . . . .paragraph)
Sentence ompletion
Use
erbsromExerciseocomplete
hese
entences.
1 Weprovidedntensive anagementrainingo .. . . . . . . he ntegrat ionrocess ndensuret was
comotete i th in z weeks.
2
3
4
Theweeklyeminari t t
. . . . . .
much
reater
ot ivat ionmongsthe
part ic ipants.
We'venvested
considerablemount
fmoney,ime nd ffortn his
programme.
hopet
Many
mployeesre
equired
o at tend
workplace
ki l ls
rainingo . . . . . . . . heirabi t i tyo manage
resources ndworkwith a variety f technologies.
Describe
rainingessionrcoursehat
you
have
ttended,
ither tworkor n
your
ree
ime.
How ffectiveo
you
hink t was?Why? owwas t evaluated?ouldheevaluation
rocess
have eenmproved?nwhatway?
Imagine
hat
ou
are raining
anager.rite
brief utl ine
fa soft-skillsraining
rogramme,
includingheobjectivesnd xpectedutcomes,reashatwi[[becovered,ndhow t will
beevaluated.
23
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This nitcomparesermanndBritish pproacheso apprenticeship
schemesnd
ocationalraining.
Discusshese
uestions.
1 Howmight
oung eople
enefi trom aking
art
n
apprenticeshipchemes?ow oes
his
experienceompare ithgoingo university?
2 Whatmpact o
apprenticeshipchemesave nbusiness
erformance?
tr
Understandinghemain
oints
Read
hearticle n heopposite
age,
hendecide hetherhese tatementselateo
hesituation
in Britain
B),
Germany
G)
r both
B/G).
1 Theresan ncreasing
ack f
key
kills.
2 The ducationalevel
f
young eople
s
quite oor.
3
Theresa ong-termommitmento apprentices hip
chemes.
4
Employers,
rade ssociations,ducation
roviders
nd
government
rganisations
rovide
itt le
support
or
and nvestmentn apprenticeships.
5
The
overnment
uts
ompaniesnder
ressure
o
recruit ore
rainees.
tr
Understandingdetaits
Read
hearticle gain ndanswerhese
uestions.
1 What
kills oesBentleyequire?
2 Whatwas
he
ocus
f hesurvey f ar geGermanompaniesperating
n heUK?
3
What idmost mployers
aking
art
n
hesurveyhink hatBritain hould o?
4
What re
he
imitations
f
government
raining chemes
n
heUK?
5 Why s heGermanystemecognisednternationalty?
5 How o
young
Germans
eel
about ocationalraining?
7 How oGermanompanies
se pprenticeshipchemeso enhance
heir
mage?
8 How oes he ederal
overnment
ncourageompanieso
recruit
pprentices?
24
U N I T 6 ' "
A P P R E N T I C E S H I P
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Call
to
raise
vocational
ratnittg
evels
by Andrew Taylor and
HughWilliamson
A
Someof
Britain's biggestcompanies
haveannouncedhat hey will
maintain
recruitmentof apprentices, nd n some
casesncreaset, because ffears that
s skillsshortagesould
worsen.
B Bentley
Motors,which has ecently
cut
production
at
its
Crewe
plant,
boosted
ew
apprenticeshipsy
28
per
cent this yearandplans o add another
ro
11
per
centnext
year.
ChristineGaskell,
Personnel
Director at the luxury car
producer,
aid he company elied on
'traditional
craftsmanshion wood and
lealher
ork'
as
well
ai engineering.
rs Such killswere
critical'to
maintaining
the
company's rand.
She
aid:
Despite
thecut n
production,
entleywill actu-
ally increase
ts
engineering
apprentice
intakenextyear. t is essentialhat we
zo retain these
key
skills
and
expertise
n
theUK.'
C
In spiteofthese recent nitiatives, t
is believed y
many
hat here
s a ack
of
structure, nterestand nvestment n
apprenticeship chemesn the UK.
Indeed,according o a surveyof large
German ompaniesn the UK,
Britain
would
benefit
from introducing a
German-style
ocationalraining ys-
tem.
cenl.red n
a long-term ommit-
ment
o
apprenticeshipsponsored y
the
government
and business.The
study
questioned
ompanies uch
as
Commerzbank,
MW Bayer,Bosch,
Siemens, hyssen-Krupp nd Haribo
about heir experienceof vocational
training n the UK.
The employers eported hat he edu-
cational evel of
youngsters
was at
bestonly satisfactory
nd hat most of
them
had
to
do a considerable mount
of
in-house raining o
get
new recruits
up to a satisfactory tandard'.
The
majority said
t was
'essential'
that
Britain
should
ntroduce'something
similar' o Germany's ocational rain-
ing system.
BemdAtenstiidt,Chief
Executive
f
German ndustry IK, said
govemment
training schemes
ere
OK
if
you
want
to train
people
o be hairdressers nd
plumbers'
but were less successful
when
t came o training
engineers nd
other echnical
rofessionals.
F The
German
ystem, hich nvolves
a close
partnership
etween
owerful
trade
associations,ndividual
employ-
ers, education
providers
and regional
goverrlment.
s recognisednlernation-
ao ally as being effective in
producing
many skilled engineers nd echnicians
for industryandbusiness.
G German ndustrialists, owever,ike
theirBritishcounterparts,omplainof
es rising skills shortages. he
German
system,ike traditional pprenticeships
in the
UK,
combines
n-the-job
rain-
ing
provided
by the employer with the
provision
of technical nowledgeand
zo
general
ducationn vocational chools
and colleges.The main difference s
the scaleof
investment
nd support
given
by the German stakeholders,
togetherwith the muchgreaterappre-
zs ciation by German
youngsters
f the
value
f
vocationalraining.
H German companiescome under
pressure
very
ear
o
provide
ppren-
ticeship
laces,
ndmanyadveftisehe
a0 number hey offer as evidenceof their
commitment to the community. n
recent
years
demand or
places
has
exceeded upply,which has esultedn
the
federal
government
nvit ing
ss employers'associationso Berlin for
talks and
providing
incentives
or
companieso takeon more rainees.
I
Companies
egularly
criticise he
form of apprenticeships s no longer
m suited o modembusiness.n contrast,
Chris Weston,Managing Director
of
British
GasServices, ees he benefits
of
contiluing to recruit apprentices. e
said:
While
some hink that appren-
os ticeshipsare a thing of thepast ... we
have ound the success
f
the appre-
ticeshipschemes helping o drive he
business
orward.'
FT
D
E
25
UN|T6
"
APPRENTICESHIPS
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7
8
9
10
tr
Wordearch
Findwords
r
phrases
n he
article
hich it hesemeanings.
1 lack fskills
paragraph
)
t . . . . . . . .. . . . . . . .
2 increasedramatically
paragraph
)
b . . . . . . . .
3
great
kilt n a tradeor craft
paragraph
)
c . . . . . . . .
4 a
name
r rademark
hich istinguishes
product
rom thers
paragraph
)
b . . . . . . . .
5
young eople
paragraph
)
v...
5 organised
roups
f companieshich re etup o
promote
heir
ommonnterests
nd
develop
businesspportunities
paragraph
)
f . . . . . . . .. . . . . . . .
7
people
hohave imilaresponsibilitiesnd
perform
hesame
unction
seach ther
paragraph
)
c . . . . . . . .
8 people rgroupshathave n nterest r nvestmentn something,uch sa businessrscheme
(paragraph
)
t . . . . . . . .
9
push
businessowards
rowth
nd
expansion
paragraph
)
A . . . . . . . . t h e
. . . . . . . .
. . . . . . . .
tr
Word
artnerships
Completehesewordpartnershipssing he correct ord rom he boxes.
apprenticeapprenticeship
educationeducational
g e n e r a l . . . . . . .
vocation vocational
pro fess iona[
. . . . . . .
. . . . . . . .
ra in ing
ys tem
. . . . . . . .
c h o o l
. . . . . . . .
ua l i f i ca t ion
26
UN|T6
"
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Sentence
ompletion
Use
word
artnerships
romExercise
o completehese
entences.
1 Hehaddif f icut ty
dent i fy ing
is . . . . . . . . . . . . . . nd,
asa resul t ,
made badcareer hoice.
2 This
ob
requires n
excellent
,
such
as a
post-graduate
egree.
3
Compan ies
eed o beencouraged
o o f fe r
h igher
umber f
. . . . . . . . . . . . o
young eop le .
4
You an
a in
. . . . . . . . . . . . . . such s
a ce r t i f i ca te
r d ip loma,
ycomb in ingork
w i theduca t ion .
5
The
government
as
ust
announced
hat
t wi t t nvest
eavi lyn an
. .
,
whichwi l l
g ive
thousands
f
people
heopportuni ty
o
receive
ract icaI
raining.
5
Weare nc reas ing
ur
. . . . . . . . . . . . . .o
rep lace
k i t t s
os t h rough
e t i r emen t .
7
Many chool
upi ls
hoose
o at tend
.. . . . . . .
. . . . . . . nstead f
going
o universi ty.
a) ofsupport
orapprenticeship
chemes.
b) to on-the-lob
raining.
c) in
pract ical
ki l lsraining.
d) to boosting
ts
employees'skills
ndexpertise.
e) fromour nvolvementn a rade ssociation.
f) by he
egionaI
overnment.
g)
on
new rainees
ext
ear.
h) forapprenticeship
laces.
tr
Prepositions
Matchhesentence
alves.
1 The ompany
as
strong
ommitment
2
There asbeen
eavynvestment
3
Theresa high emand
4 Theres a ack
5 Weplan o ake
6
Wehave enefited
7
VocationaIraining
ssponsored
8 Some
mptoyeesre
uited
Sentence
ompletion
Use
words n botd
rom Exercise
n the correct
orm o complete
hesesentences.
1 lf
you
arealready
orking
n the
manufacturingector
ndwish o
move owards
managerial
ole,
you
are
thisvocat ional
raining.
2 Thecompany
emonstrated
ts
. . . . . . . . . . . . . .
he
newapprent iceship
cheme hen
t
promised
ver
8,ooo
places
year.
3
Even ur ing conomic
ecession,here
s high
. . . . . . ski l led
abour.
4
When
ra inees
a in
he i r
oca t iona l
ua l i f i ca t i ons ,
he
companysua l l y . . . . . . . .
hem
. . . . . . . s
permanent
ul l - t ime
mptoyees.
Do ome
esearchn he
nternetnd ind
ompanies
hich re
nvolvednapprenticeshipchemes.
in d
outwhat
obs
reavailable,
hat
inds fapplicants
hey re
ookingor, ndwhat enefits
hey
promise.
lmaginehat
ou
work n he
HR epartmentfa
medium-sized
ompanyhich
roduces
uxuryurniture.
At
present,
t shaving ifficutty
ecruitingnd
etaining
orkers
ith
he
ight
kitts.
reparend
give
short
resentation
or
he
Board f
Directorsutlining
headvantages
f
aking
napprentices.
27
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This nit ool<st hewayexecutiveay sdecidednd eported.
Discusshese
uestions.
1 In
your
ountry,owmuchmore
han he
owest-paidmployeeoes hehighest-paidneearn,
do
you
hink?
oes
his
ary
etween
ubtic-
nd
private-sector
ompanies?
2 Do
directors
f isted om
anies
ave
o
declare owmuchand
on
what
basishey
have
een
aid?
Hasheamount aid o executivesver aused ublic utrage r a public nquiry?
Understandinghemain
oints
Read he articleon he opposite
age
and
choose he bestoption o complete achstatement.
1
Peopleel t hat heseniormanagers ereearning
muchmore n
he 98os n
. . . . . . .
a) private-sectorompanies b) state-ownedompanies
2
Sincehen,
. . . . . . .
een
eported
n much
greater
etai l .
a) executive
ay
has b)
executive
olidays ave
3 Understandinghe
exact
mount xecutivesarn
snow .. . . . . .
a) mu ch asier
b) stillvery
ifficult
4
Themajority f anexecutive's
ay
s
generally
a) fixed b) variable
5 A companyirector'say softeninkedo hecompany'sinancialerformanceomparedo hatof
a)
the
previousea r
b) itscompetitors
Expertshink hat he nformat ionbout irectors'
emuneration
n heannualeports
a) toocomplexnd
confusing
) notcomprehensive
nough
The
ncreasedmount f
nformation
ublished
bout irector's
ay
has esultedn executives
being
aid
a)
less
b) more
In he uture,rade-unionepresentativesould ike o see
a) less eportingf executiveemuneration
b) ctearereporting,ncludingnformationnsalariest al[ evels f
heorganisation
tr
Understandingdetaits
Read
he article gain ndsaywhetherhese
tatements
re rue
T)
or alse
F).
dentifu
he
part
of he article hat
gives
his nformation.
1 Asaresult f heGreenburyeport,arge ompaniestartedo report n heway heypaid
their enior xecutives.
28
UNITT
"
EXECUTIVEPAY
8/18/2019 market_leader_business_english_Human Resources.pdf
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Executive
ay:
quality
versus
quantlty
by Sarah Murray
A During
the 1980s
UK
privatisation
boom, herewas
a eeling
hatdirectors
of
newly privatised
tilitiescompanies
were
being
paid
much more
han hey
s had
been as managers
of the
old
state-run ompanies
for doing
exactly
the same
ob.
As a result,
he
Green-
bury
Report introduced
detailed
reporting
on directors' pay.
Today,
ro however,expertsagree hat it is still
extremely ifficult
to work
out exactly
how much
any ndividual
director
s
really
paid.
B A
big issue n
executive
ay
s
the
rs variable
element.
For every
pound
of
basesalary,
a director
may
get
fl0-:fz}
of variable
emuneration.
hiscould
be
in
the form
of annualcash
bonuses,
share
options
or
long-term
ncentive
zo
plans,
or
example.
C
Traditionally,directors'bonuses
re
based
n two main factors:
earninss
pershare
nd/or he
company's
iii-
dend
payout
compared
o that
of
zs
similar
companies.
he
problem
s that
the
first factor
can be manipulated
y
financing
strategies, nd
he second
factor
canbe
positively
nfluenced
im-
ply
by
similar companies
doing
:o
poorly.
n
otherwords,what
ooks ike
good
performance
may not
necessarily
refl
ect
particularlygood
management
behaviourl thatcompany.
D The question
is, what
are the
:s directors'targets?
ow
have hey
been
set?Do
they stretch
he executives
enough?
And exactly how
are
target
performance
nd above
arget
perfor.
mance
ewarded?
E This
desire
for information
has
increasingly ushed
emunerat ion
committees
o use valuable
annual
report
space o explain complex
executive
emuneration
etails,with
+s
he result
hat emuneration
eports
are
actually
more
difficult for the
non-specialist
eader
o understand.
F Experts
agree
hat remuneration
reports
are
generally
oo
long andnot
so clear
enough. hey
claim
hat
although
it
should
be easy o
link bonuses
o the
strategic
bjectives,
argets
and key
performance
ndicators
set
out in the
company's usinesseview, he vast
ss
quantities
of information
do not
actually
give
the full
picture.
And the
link
to
the company's
strategy s not
strongenough.
G
What
is more,
as Anita
Skipper,
oo Head
of Corporate
Governance
at
Morley
Fund
Management,
ays,
One
ofthe
bad hings
esulting
rom all
this
disclosure
s that t has
actually
helped
to
increase
ay
significantly,
because
os directors
can
compare heir
pay
with
that
of otherdirectors
'
H To compound
he
problem,
rather
than
using
other ompanies'
isclosures
to keep
a limit
on their
own directors'
ro pay
increases,
ome remuneration
committees
actually
use them
as a
'price
list'.
It
makes
heir ife
much
easier. hey
don't
have o
have
diffi-
cult conversations'
ith management.
I
Trade-unionrepresentativeigener-
ally take
great
nterest
n remuner-
ation reports. Janet Williamson,
Senior
Policy
Officer at
the Trades
Union
Congress,
xplains
hat
they
80
want
o
see f
the company
s
paying
its
employees,
ncluding
ts
directors,
fairly.
Although
they
expect
execu-
tives to
be
paid
more
than their
employees,
hewould
also ike
to see
ss a simple
chart
explaininggeneralpay
distribution
across
a company
as
a
whole.
'We
are interested o see
whether
a remuneration
ommittee
has
taken nto
account
he
pav
and
m
conditions
of
other staff in
tire-com-
pany. '
They
don' t
bel ieve
that
remuneration
ommittees
eally
take
thatvery
seriously.
J
If
executive
remuneration
were
es
properly
eported,
hareholders
ould
have
a much
clearer
picture
of a com-
pany's
strategy,
ts future plans
and
how its executivesare encouragedo
achieve
heexpected
esults.
FT
2
3
4
5
6
7
The ariable artof a director'say
can
beup o 20
imes
heirbasic alary.
The
ariable
art
of
a
director's
ay
s never
n he orm
of a cash
onus.
A
company
anchange
heway t f inances
ts
operat ions
o
posi t ively
nf luence
ts
apparent
f inanciaI
er formance.
It s not
clear
whether irectors'
argets re
inked
o theoverall
trategy
f hecompany
losely nough.
Remuneration
ommittees
reaccused
f notbeing
trict
nough n
executive
ay .
The ommittees
revery nterested
n how
he
company
ays
ts
unior
mptoyees.
29
UNITT
"
EXECUTIVEPAY
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tr
Word
artnerships
1
Complete
heseword
partnerships
ithwords rom
paragraph
of
he article.
1 remunera t ion
. . . . . .
2 Match hewordpartnershipsromExercise(1-3)with heirdefinitionsa-c).
a) the
part
of a company'snnual
eportnwhich he e rms ndamount f
pay
or heexecutive
directors
s
disclosed
o
heshareholders
b) a
group
f non-executiveirectors ho
agree nhowmuchheexecutiveirectorshould e
paid
andwhoexplainhis o heshareholders
n heannualeport
c)
the
pay
earned ysenior irectorsf a company
tr Wordearch
Findwords r
phrases
n hearticle hich it hese
meanings.
1 a
reward hich
ncourages
omeoneo akea
particular
ourse
f action
r o aim o
achieve
ood
results
paragraph
)
; . . . . . . . .
2 theamount f
prof i t
company akes iv idedy henumberfsharehotdersf hecompany
(paragraph
)
e . . . . . . . .
P . . . . . . . .
. . . . . . . .
3 the
amount f a company's
rofit
hat sdivided pand
given
o
heshareholders
paragraph
)
J . . . . . . . . . .
4
what companyhinks
bout arefully hen etermininghat
t wants
o achieve
n
he
uture
(paragraph
)
t . . . . . . . .
. . . . . . . .
5 numbersnd atiosn hecompany'snnuat
eport hich
ive
n ndicationf howwell hecompany
has
one n
anyone
ear
nd
which
re
of nteresto shareholdersndanalysts
paragraph
)
k . . .
. .
p . . .
. . . .
. . . .
.
6 the
ange
nd
ariationn
pay
calesrom he
most ighly
aid
o he
owest-paid
erson
n
he
company
paragraph
)
I
9 . . . . .
P . .
d ' . . . . . . '
Word amilies
Comptetehe hart.
noun
verb
remunerailon
1
disclosure
2
3
to
manipulate
4
to nfluence
UNITT
"
EXECUTIVEPAY
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Sentence
ompletion
Use ords nd
hrases
rom xercises
-C ocomplete
hese entences.
1 Executiveirectors
f large
ompanies an
earn ery arge
umsof
money. artof their
ewardmay
be
ixedsalarv,
ut another
art
s usually
ariabte.
his s oftencalculated
ccordingo a
number f
factors, uchas
howbig he
. . . . to sharehotders
s,comparedo that
o f hecompany's
ain
compet i tors.
nother
igurewhichmay
becompared
s hecompany's
. . . . . . .
2 Executive
irectors
annot imply
decide heirown
eveI f
pay.
hat s he
ob
of the
.
This s madeup
of non-executive
irectors
ho hen
report he basis
or
an
executive irector's
ay
n
the
. . . . . . . . . . . . . .wh ich
orms
ar t
f
a company ' snnua I
epor t .
3
Some xperts,
ncludingrade-union
f f ic ia ls,
eeI hat h ese
isctosures
rehighty onfusing
nd,what
is
more, heydon't
eallymake t clear
whether
directors'
ay
s structuredo
really ncouragehem o
put he ..of the companyirst .
4
Added o this, rade-union
epresentat ives
ould ike o see
more eport ing
n he
.. . . . . .of hecompany
sa whote,
i thmoreemphasis
n he
restof heworkforce.
Vocabulary evelopment
Matchhese
hrases
o
make xpressions
hichelateoexecutive
emunerationnd
ay
n
companies.
1
to
work ut
2 to
maniputatearnings
er
hare
3 to
ake ntoaccount
4 to
report xecutive
5
to ink
onuses
6 to
ncentivisexecutives
a) the
pay
andcondit ions
f other taf f
b) to achieve
esults
c)
whata director
asbeen
paid
d) by
inancing trategies
e) to strategic
bjectives
f) remuneration
roperly
In atezoo9,when
a number f countr ies
ad
mposedimits
n bonusesn he banking
ector
ue
to the
globat
anking
ndeconomic
r is is,
K nvestmentanks
were r i t ic ised
or
heir
proposaI
o
pay
highbonuseso strategic
nvestment
anking
mployees.
ublicty upported
y
he
he French
Finance
inister, hristine
agarde,he
UK
government
bjected,
articularly
n the
caseof faileo
banks
whichhad been
escued y he
UK axpayer
t
great
expense,
nd hreatenedo
impose
special
axon hese
onuses.
anksnsistedhat
heyneededo
pay
such
highbonusesn order o
retaingoodemployees nd emain ompetitive.hereweresuggestionshat he basic atary tructure
of theseemployees
ouldsimply
be raised
nstead.Do an online
earch o
find out moreabout his
story.Write a short
report.
Do
you
agree
hat
t is mportant or shareholders
o
knowabout he
general ay
distribution
n a
company?
xplain
our
deas.
31
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Ul{lTB
'"
BEHIfITS
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Benefits:
ncreasing
omplexity
of
choose-it-yourselfystem
by GillPlimmer
A A
popular
elevision
quiz
show
gives
contestants choice:
Take
the money
or
open he box'. If they choose he
money, hey know exactly what they
s will receive. f they open he box, the
result s unpredictable, ut they might
win
a valuable
collectionof cash, ars
and
fridges. This is the kind
of deci-
sion employees
re forced
to
make
ro
today. Should
hey reject
he car in
favour of
private
medical insurance
or
a larger
salary?
Although companiesused
o offer
straightforward
perks,
such as com-
pany
cars r extraholidays,
growing
number are
introducing
flexible
schemes hat enable staff to decide
their
own
mix
of
cashand
benefits
n
kind. Thesecan account or as much
as 20
per
cent of total
remuneration.
Through hese
chemes,
taff select
benefits hat most suit their lifestyle.
Someemployees
want help with child-
care;
others
ust
wantcash.Employees
can negotiate everything from life
assuranceo pensionso an extra ew
weeks
off,
picking
from a menu
of
options hatcanbe
'bought'or 'sold'
using a flex fund
(flexible
fund) that
represents
percentage
f their salary.
For employers n competitive ndus-
tries,
his
canbe a means
f
attracting,
recruiting and retaining the best staff.
'Consumerism
is stronger han t used
to be, and
here'ssomeevidence
hat
people
xpect hoice,' ays
Peter
Reilly
of the nstitute of EmploymentStudies.
While flexible benefit schemes re
on the ncrease, hey tend o be more
popular
with large
private-sector
lrms,
typicaily
with more han 1
000
employ-
ees. However, there are signs
that
smallercompanies
readopting lexible
benef i ts, as improvements
to
technology make them easier and
cheapero establish.
Despite their attraction, there are
some drawbacks,
particularly
for
employees.Charles
Cotton of the
Chartered nstitute
of
Personnel
and
Development
points
out that he rise n
flexibility has
been
accompanied
y
a reduction in the sums
paid
by
employers.'Flexible enefits chemes
often fix the amount
given
to the
employee.
o,
fthe
costsofyour car
or privatemedical scheme o up, the
employee
as
o
pay
heexffa,'hesays.
'There's
a much larger risk than
there
used o be. and most of it is
carriedby employees.'
In
general,
however,
organisations
are nffoducing a
wider range of bene-
fits, whether
or
not they have a flexible
scheme
n
place.
While some tems,
such as company
cars and medical
benef,ts, re
going
out offashion, oth-
ers are taking their place, such as
workplace
urseries.
The most
popular
ones
are
hose hat
come with tax and administrative
incentives.
oans or cyclesand
com-
puters
have
becomewidespread, s
have
childcarevouchers.Another rend
is for employers o negotiate
ackage
dealson behalf of employees, uchas
cheapnsurance.
It's
a way of expand-
ing thepurchasing owerof employees
at minimal
cost to the organisation,'
saysMr
Cotton.
There s no doubt the
perks
on offer
arechanging. ut employees
ill have
to f,ght to
get
the best
deal
from
the
moneyor thebox.
FT
60
G
H
2n
C
80
I
30
D
B
E
33
UIiIITS
>>
BENEFITS
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U
nderstandingxpressions
Choosehe bestexplanation
or
each
wordor
phrase
rom
he article.
1
'...
gives
ontestantschoice.. '
lines
-2 )
a) membersfa eam
b) winners f a competition
c)
people
aking
art
n
a
competition
2
'...to
offer traightforward
erks...'
lines
73-74)
a)
easy
nduncomplicated
b)
fixed
and
nflexible
c) reliablend
predictable
3
'Consumerism
is strongerhan t used o be ..'
lines
4-35)
a) theprotectionf consumers'ights ith egardoquality, rice ndsafety
b)
the
state f continuouslyantingo
buy
goods
nd ervices
c)
bothofthe
above efinit ions
4
'...
there re ome rawbacks,... '([ ines7-48)
a)
limits
b)
disadvantages
c) obstacles
5
'...
a reductionn hesums
aid
.. '
line
3)
a) amountsf
money
b) benefits
c) calculations
6
'...
have
ecome idespread,...'(tine
3)
a)
varied
b) common
c) broad
7
'...
expanding
he
purchasingower
of
employees..'
lines
7-78)
a) value f
a
person's
ncome
ased n he
quantity
nd
quality
f
goods
nd ervicest canbuy
b) abil i tyo
persuadeeople
o buy omething
c) abilityo spendmoney isely, ithout astingt
tr
Word
artnerships
1 workplace
2
childcare
3
life
4
benefits
5
private
medical
6
package
7 tax
Match hesewords o make
artnerships
rom he articte.
a) assurance
b) nursery
c) insurance
d) deals
e) vouchers
f) incentives
g)
in kind
t4
UNITS
"
BENEFITS
Sentence ompletion
8/18/2019 market_leader_business_english_Human Resources.pdf
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Usehe
word
artnerships
rom xerciseocompletehese entences.
1 Some
overnment
chemes f fer . . . .
.
o encourage
eopte
o cycleo
work.Theemployer
purchases
he bike,and he
payments
rededucted
rom
he employee'salary.
s t is free
of tax, he
bike svery heap.
. . . . .
provides
mployees i thaccesso a
high
tandard f
heal thcare.
Many ervice
roviders
ndsuppl iers re
wi l t ing
o
negot iate with
heir
customers.hese
consist f a range f
goods
r services,nd hecustomer
ustbuy hemasa whole n order o receive
a discount n he or ice.
. . . .
are
non-monetary
enef i ts,uch
scompany ars ndsubsidisedunches.
A.. . . . . . .
a lso
eferredo asa crdche,s anonsi te
aci l i ty hich
rovides
aycare or
babies nd
young hi ldren.
Peop le uy . . . . . . . .. . . . . . . o ha t f hey ie , he i r ami l y
i t I ece ive
ompensa t ion .
In
some ountr ies,mployeesreoffered
. . .
o
pay
orservicesuchasdaynurser iesnd
nannies. t thoughhecostsmaybededucted
rom
heir a lar ies,
mployees
ave
money,
s hese
schemes reusually xempt
rom
ax.
5
4
o
U
Comparisons
Use hewords ndphrasesn hebox o completehesentences.
as
more
han
much
than the
best themost wider
1 These ays, mptoyeesreoffered
. . . . . . . ange f benef i ts.
2 The
benef i t chemes f oday
arry . . . . . . .more igni f icant
isk
han
n
he
past.
3 Ftexibteunds an eDresentsmuch
.. . . . . .207o
f otal
emunerat ion.
4
In
his dayand age,
arge orporations eed o com
ete
with eachother o offer
remunerat ionackageo theiremployees.
5
Employees'xpectat ionsre
arhigher. . . . . . . .
heyused
o be.
6 We
are
offering urstaff25 different enefits
n kind,which s ..double he number ast
year.
7
Tax
ndadmin is t ra t i ve
ncen t i vesreamongs t
. . . . . . . . . . . . . .
opu la r
ene f i t s .
Find utwhat inds f emptoyeeenefitsreavailablender overnmentncentivechemesnyour wnor
anotherountry. onsiderhe
otlowing
oints:
r
Whatsattractiveo both mployeesndemployers?
o
Whatinancial
avingsan e
made?
.
How asy re hey o run?
Nowwrite
short ummaryomparinghe
dif ferentchemes.
Think
f
your
ompanyr one
ou
woutdike
o
work or.
r
What inds f benefitsoes t offer?
o
Do heymeet
our
eeds?
r
What
ther enefitshouldhecompany
ffer?Why? ankhem n order f mportance.
35
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Thisunit ooksat how ecent overnmentegislation ashadan mpact
on
paypackages
n Taiwan.
Discusshese
uestions.
1 In
your
ountry,oughly hat
percentage
f anemployee'sotal emunerationoes
uaranteed
as e
pay
epresent?hat
roportion
o bonusesnd
ncentives
variable
ay)
make
p?
How
o hese
proportionsiffernvariousectors?
2 What
s
hedifferenceetween bonus ndan
ncentive?
3
Why oemployersffer onus nd ncentivechemes?
hat
re headvantagesnddisadvantages
foremployees?
Read
hearticle n heopposite
age,
hendecide
hich
tatementest xptainshe it le.
a)
There as
een
changen
hestructure
f ncentivechemesor
ech
workersnTaiwan.
b)
Tech
orkers
nTaiwan
rebeing ffered
ore
ttractive
ncentive
chemes.
Read
hearticle gain ndanswerhese
uestions.
1 How
id
Taiwaneseirms
se o attract
ood
workers?
2 Whywas hisanattractiveptionoremployers?
3 Inwhich ector as hispractice ost ommon?
4
Whywere nvestorsissatisfiedith heway ompanies
ssued
tock onuses?
5
How
as
overnment
egislation
ecently
hangedheaccountingnd ax reatmentf stock
bonuses?ndwhat mpact itt hishave ncompany
rofits?
6 What
roportion
f otal ompensationidstock onusesse o account
or?
7
How
will hese hangesffecthecash lement f
paypackages
or
general
taff?
8
What remiddlemanagersow eceivingnstead f stock onuses?
9 What ercentages hestock onus nd hort-termncentivelement fexecutiveaypackages?
10 Why onon-cash
erks
aveit t le ppealo companies
nEurope?
Understandinghe
main
points
tr
Understandingdetaits
Read he articleagainand match he hierarchicalevels
1-3)
belowwith the
pie
chartsshowing
he
new
structureofpay
packages
n Taiwan
a-c)
on the opposite
page.
36
1
general
taff
2 middte anagement
3
topmanagement
UNIT
"
BONUSESND NCENTIVES
8/18/2019 market_leader_business_english_Human Resources.pdf
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techworkers
bv Kathrin Hille
Investorsand management f Chun-
ghwa
Telecom gree he company as
more
cash han
t needs.
Nevertheless,
Taiwan's
argest
elecommunications
service
rovider
s
going
o
issue139
million new sharesnext month
-
to
give
away to employeesas a bonus.
But it may be he ast ime the company
does his.
'We
will discontinue he
practice
fhandingout stockbonuses,'
says u Shyue-ching, hunghwa ele-
com'snew Chairman.
The companys not alone.Hundreds
of
Taiwanese irms,
especially
n
the
technology sector,are adjusting the
structureof compensation
ackages,
following a series
of changes
o
the accountingand tax treatmentof
stock
bonuses.
C
Issuing arge amountsof stock
has
long been the cornerstoneof
tech
industry
compensation
n Taiwan.
Every year, he island'semployers
gave
both management nd
general
zs staffgenerous umbers fnew shares
-
which were seenas a way of atffact-
ing
good
workers or free.
D But investors
who
saw heir shares
diluted
n this
way have ong
demanded
:o changes,and the
government
has
finally acted. rom now on,Taiwanese
companiesmust report such bonuses
asa lnancialexpensen theircompany
accounts,which will reduce their
:s
profits
significantly.
E These egal changes re evolution-
is ing
the is land's
pay pract ices.
'High-tech
companies
ave
started
paying
more cash o
general
staff
and
a0 middle management nd
giving
more
long-term ncentives o top manage-
ment,' saysCharlesWang, General
Manager
of
WatsonWyatt,
he
human
resourcesconsultancy, n Taiwan.
F The biggestchangecan be
seen
at
the
general
stafflevel, where he base
pay
will
have o
increase
onsiderably.
'Traditionally,
profi
-sharing,mostly n
the form
of stock
bonuses.
ccounted
so for up to
50
per
cent
of
total
compensa-
tion in the high-tech ector,'saysMr
Wang.
Under
the
new
structure,
he
total
guaranteed
ash
portion
will
increase, nd the remaining
part
of
ss compensation ill be madeup of vari-
able
performance
bonusesand a much
smaller egment f
proflt-sharing
n the
form of cashbonuses.'
G At the middle managementevel,
oo there
has
beenan
ncrease
n the weisht
of a
merit-based
ay
component n
salaries nd
he
replacement
f stock
bonuses
ith
stock ptions.
H
For managers
at the top, stock
es bonuses nd
other short-term ncen-
tives still make up 40 per cent of
compensation.nd heyhave
seenittle
increasen their basewages ut, ike
their mid-level
colleagues, re eceiv-
zo ing a higher
proportion
of
performance-
related
ay
and ong-term ncentivesn
their
pay packages.
hey have also
experiencedhe ntroduction
of stock
options
and
a series f
non-cash erks.
I While in many
European ountries
the attraction
of such
perks
s limited
becausehey can be taxed,so ar Tai
wanese egulationsdon't
apply to
non-financialewards.
By
providing
a
ao op executivewith a company
car or,
alternatively, overing he expenses
f
a
eased
ar,a company aneffectively
provide
him
or her
with
a tax-free
perk,'
says
Mr Wang.
J
A11 f these hangesmean
he com-
pensationpackages
f Taiwanese
companieswill graduallystart esem-
bling
those
of their foreign ivals. For
general
staff, the
proportion
of cash
m bonusesn relation o total compensa-
tion
is
now almost the same in
Taiwanese s oreign high-techcom-
panies
between 3 and 15
per
cent.
K
Consequent ly, s these long-
ss established
ractices
disappear nd
employeesno lon ger switch
obs
according
o stock bonus
payment
changes, aiwaneseompanies ill be
looking or
other
ways
of
rmathacting alent.
FT
I
stockoct ions
[
,u,"0",
Performance-retatedpay
Incentives hift
for Taiwan's
A
B
Prof it -sharing
(cash
onuses)
Base
ay
Variable
erformance
bonuses
Stockbonuses
Stockopt ions
Non-cash
erks
Base
pa y
Per formance-related
pay
and ong- term
incent ives
37
UNIT
"
BONUSESND
NCENTIVES
8/18/2019 market_leader_business_english_Human Resources.pdf
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d)
e)
tr
Definitions
Matchhese
hrases
rom
hearticle
1-8)
with
heir
meanings
a-h).
1
performance-relateday
2 long-termncentives
3
variable
erformance
onus c)
4
profit-sharing
5 stock ptions
6 stock onus
7
accountingnd ax reatment
C)
8 incomeaxstatement h)
a)
a document hich hows n employee'sarnings nd axdeductions
b) whenan employer hares ts profitwith employees s partof
an
ncent ive
lan
a scheme
esigned
o
encourageigh
erformance
nd
productivity
ver ong
eriod;
orexample,wardingompany
shares fter hree
ears
f heemployee eets
re-agreed
performanceoals
the ight o buyorsetI ompanytock t a stated
rice
ithin
a ime
imit
themethodssedo accountorand ax ncome,xpenditure,
shares,ssets,tc.
free ompanyhares,sually
iven
o employeessa rewardor
past erformance;
his
does otdepend
ncompany
rofit
a remunerationystem here
ay
ncreasesre inked ith
good
performance
r reaching
erformance
argets
a
reward
rovided
sa result f hehigh
performance
f a
department,iv is ion
r
ndividual
E
synonyms
Find
words r
phrases
n hearticle hichmeanhesame s hesewords.
1 stock
r . . . . . . . .
paragraph
)
2 remunerat ionpackages
c . . . . . . . . f ta ragraph)
p . . . . . . . .p . . . .
Paragraph
)
3
new
echnology
h . . . . . . . . -. . . . . . . . ( p a r a g r a p h)
4
base
alary
b . . . . . . . .
(paragraph
)
b . . . . . . . .. . . . . . . . ( p a r a g r a p h
)
5 performance-retateday
m . . . . . . . . - b . . . . . . . .
. . . . . . . .
p a r a g r a p h
)
6 benefitsn kind
n . . . . . . . . -
. . . . . . . .
. . .
( p a r a g r a p h
)
n . . . . . . . . -
. . . . . . . .
. . . . . . . .
p a r a g r a p h
)
7
tax-exempt
enefit
t . . . . . . . . -
. . . . . . . .. . . . . . . .
p a r a g r a p h
)
38
UNIT
"
B0NUSESNt
INCENTIVES
Sentence ompletion
8/18/2019 market_leader_business_english_Human Resources.pdf
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Use ords nd
hrases
romExercisen he orrectormocomplete
hese entences.
1 When theva tueo f thecompany ' s . . . . . . . f e t t , t heCha irmansu f fe redhuge lossesbec
accoun ted
ormore
han
50
per
en t f h i s
. . . . . .
2 The . . .sectorncludesndustr iesuch s obot ics,elecommunicat ions,erospace
technologyndnuclear
hysics.
3
l f
your. . . .
.
epresentshemajor i ty f
yourpaypackage,
here
s
ess isk, ecause ost
of
your
ncomes
guaranteed.
4
Mos t
overnments
re
een
o t im i t henumber f
. . . . . . . . . . . . . .
f f e red
ycompan ies .owever ,
there rea number f at t ract ive . . . . . .
suchaschi ldcareouchers nd ow- interest
oans,
which o not
add o the axabte
ncome
f heemptoyee.
5 Many rganisat ionssea .. . . . . . . . . ystem. or nstance,mployeesreawarded pay ise
for heir
goodperformance.
Describing
mounts
Lookat the
pie
chart
showing he
proportion
f
pay
and benefits n relatio n o total
compensation.
Use h e words
and
phrases
n
the box o complete he sentences.
accountedor in relat iono made
p
of
port ion
remaining
segment f theweight
f
Pay
package
or
Average
roportion
middlemanagement
of
pay
nd
erks
fl
otn.t
non-cash
erks
%
I
Stockoot ions6%
l-l
e.r.
pay
6oo/o
ffi
Performance-related
ay
3oo/o
1 Last
ear,
ase
ay
. . 6o"k
of otalcompensat ion.
2
Comparedi th he
prev iousear ,
he re asan nc reasen . . . . . . . . . . . . . .
. . . . . . . .
he
performance-relateday
component hen t
was aisedo
30%.
3
Performance-related
ay
epresentedsigni f icant . . . . . . . .. . . . . . .
otal
comoensat ion.
After
he
ntroduction
fstock pt ions,hey ccountedoronly
%of he
whole
ackage,
ut his . . . . . . .sexpected
o
risen uture
ears.
The. . . . . . . .4o /owdS . . . .non-cash
erks ,wh ich
nc luded
subsidised
eals,
usiness
if ts
nd heuse f
sports nd
ecreational
faci l i t ies.he
roport ion
f his omponent . .
otal
compensationsconsiderabtymatlerhan n
previousears.
What ecentevetopmentsave
here eennbonus nd ncentive
chemes
n
your
ountry?
Which re hemost
opular
i th
mployees?ndwhat re hecurrentax mpl icat ions
f
such chemes?esearchhis ubiectndwri te short eport.
39
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This
unit
ooks
at
thebusiness enefits f having nethnically iverse
workforce.
Discuss
hese
uestions.
1
Does
our
ountry
r city
have
many
ifferent
thnic
roups,
r s
t relatively
onocultura[?
as
hi s
changed
uch
ver
he
ast
ew
ears?
2 Think facompanyreducationalstabtishmentouknowwell.Howmany ifferentationalitiesr
ethnic
roups
an
ou
ind
here?
tr
Understandingthe
ain
oints
Read
he
article
n
he
opposite age
nd
choose
he
best
option
o
complete
ach
tatement.
1
Canada
s
becomingne f hewor ld 's os t. . . . . . .
a)
profitabte
ountries
b)
multiculturaI
ocieties
2
For
he
ast
ew
ears,
he
argest
umber
f mmigrants
ave
ome
rom
... . . . .
a) China
nd
ndia
b) lndia
ndVietnam
3 Professor
ichard
lorida
uggests
hat
successfulcities
re
ones
which
a)
attract
atented
mployees
rom
ltaround
he
wortd
b) havehe argestmmigrantopulations
4 rhe.. . . . . . .
opulat ion
ffers
he
best
ource
f
growth
or
some
ompanies.
a) tocal
b) immigrant
5
some
US
ompanies
ave
moved
heir
perations
o
canada
ecause
a)
it
can
provide
mployees
rom
iverse
ackgrounds
ho
speak
iverse
anguages
b)
the
ood
at he
company
arties
s much
more
nteresting
6
The mmigrant
opulat ion
ncanadati t t as o overcomebstaclesn indinghebestobs ecause
t h e y . . . . . . . .
a) f ind
t
hard
o achieve
high-rever
ngtish
anguageuatification
b)
have
ifficulty
etting
ocal
mployers
nd
professional
odies
o recognise
ualifications
hey
have
obtained
verseas
7 The
ther
dvantage
f
employingeople
rom
verseas
s
heir. . . . . . . .
a)
broader
ultural
nderstanding
nd
experience
b)
better
echnicaI
nowledge
nd
kitts
40
The
mucheasier f it's a Hindu speaking
o
a Hindu.The companys
among
UNIT 0
> '
ETHNIC
IVERSITY
knmigrants
fferoneof the ew
sources
of domestic etail
growth
or Canada's
8/18/2019 market_leader_business_english_Human Resources.pdf
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united
colours
of
Canada
by
Bernard
Simon
A As partof its annualcharity drive, CAE
Industries encourages
,000 head-
office employeesn Montreal
o bring
in a
dish that
is
emblematic of
s their country
of origin.
Pasta,
curry,
enchiladas nd chow mein are
ust
a
small sampleof the offerings.CAE,
one of the world's biggest
suppliers f
flight simulators, as 110nationalities
ro
onitspayroll.
B Suchdiversityhasalsoprovedpopu-
lar
or CAE's business. n Indian-born
Canadianheadsup the company's
Middle East and Indian division,
rs
while a Chinese-Canadians in charge
of
operations
n
China.
t makes
ife
growing
number hat have come to
zo
appreciate he benefitsof one
of
the
world's mostmulticultural
societies.
C'Ourpeopleandourorganisat ionare
very reflective
of
the
"globalness"
of
our industry,' says Klaus Dohring,
zs who was
born
n
Germanyand
who
is
responsible
or the Ontario-based
automotive ivisionof Irggett
&
Platt,
a US conglomerate. lmost wo-thirds
of
Leggett
&
Plat t 's
technical
:o employeesn Windsorand40
per
cent
of
its
salesstaff
were
born outside
Canada
r
have mmigrant
arents.
'Having
a multitude of ethnically
diverse peopleon staff is a real
:s strength
fours.'
D
Some
255000 mmigrants
rrived n
Canadan 2005,almost0.8
per
centof
the
population,
he highest
of
any
industrialised ountry.The
leading
lo
sources
f
migrants o
Canada
or
the
last few
years
have
been China
and ndia.
E
RichardFlorida.Professor
f
Public
Policy
at GeorgeMason University
+s in Virginia,
believes
he world's
most
successful itiesare hose hat
become
'global
talent magnets'. n his
book
The Flight
of the CreativeClass,he
cites Toronto and Vancouver
as two
so
prime
examples.
What
makes hese
cities
such ormidable challengers o
US regions,'he sserts,
is
thatmany
of
them, n
particular
he
Canadian ities,
not
only boast
a high immigrant
ss population, ut a diverse ne oo.'
F
Canada's trong low of immigration
from
many different countries may
provide
one of the country's most
important
competitive advantages
eo n an increasingly
global
economy.
five
big banks.The banks
pay
special
attention
o
China,
where hey
compete
to signup
customers efore hey
even
set oot
n Canada.
Some companies
basedoutside
Canada ee he beneflt n its skilled
multicultural
and
multilingual
work-
force.
Global Crossing,a
US-based
telecoms
operator,
as
set up a call
centre n Montreal to handle
confer-
ence
calls for US companies.
The
Montreal
operators can handle
calls in 16 languages,
n important
factor n
GlobalCrossing's ecision
o
locate
he centre
here.
Another
com-
panyhas turned o employeeswith
Indian.
Chinese.South Korean
and
Japanese
ackgrounds, mong
others,
to spearhead
ales
and
nvestments
n
their countries
f origin.
Nevertheless,oger
Martin,Dean
of
the University
of
Toronto's
Rotman
Schoolof Business, ays
Canadian
businesses
re far from realising
the full
potential
of an ethnically
diversesociety.
One
awkward
ssue s
the difficulties
facedby immigrants
n
gaining
ecognition or foreignqualifi-
cations,especially n the
engineering,
technical
and medical lelds.
Mr Dohring,
owever,emains
on-
vinced.
Suchemployees
are
intimately
familiar with
the country where
you
want o do
business'
At
the same ime,
'they
know
you,
they
know your
lan-
guage,
heyknow
your
culture.'
FT
65
G
H
Understandingetails
Read he articleagainand answer hesequestions.
1 Howmany i f ferent at ionat i t ies
oesCAE
mptoy?
2 Where asCAE's ead
f Middte ast nd ndia iv is ion orn?
3 What
percentage
f Legget
nd
Ptatt's
ales
taff
wereborn
outsideCanada r have o ei gn
parents?
4 Which wo Canadiani t ies oesRichard
lor ida escr ibe sbeing'global
alentmagnets'?
5
At which
art
of he mmigrat ion
rocess
o somebanks egister ew
customers
rom
outside anada?
6
What
ypeof companyn Montreal
ar t icutar ly
enef i tsromhaving mult i t ingual
orkforce?
7 Howmany anguageso tsemptoyeesork n?
41
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UNlT10
>'
ETHNICDIVERSITY
|
Sentenceompletion
Use
phrases
rom Exercises
and
B
o completehesesentences.
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1 In his . . . .
someCEOs
eadmult inat ional
ompanies.
2 Peopte hoare esponsible. . . . . . .
arge ompanies hich ealwithmanynat ional i t ies
alkabout he
benef i ts f employing. . . . . . . roma widevar iety f ethnic ackgrounds.
3
Some itiesareso ethnically iverse
hat hey
have
become
4
An . . .
company anbenef i tromhaving . . . . . . .workforce
hocancommunicatei th
people
from
a large
umber
f countr ies.
5
For
hese ompanies.
. . . . . . .
f
he
workforces
hesecret f heir uccess.
U
Understandingexpressions
Choosehebest xplanationoreach
hrase
rom
hearticle.
1
'As
part
of tsannual harity rive,... '
t ine
)
a) car aceorcharity
b) money-raising
vent
'Having
a
multitude
f ... '
l ine
33 )
a) wide ange
f
nationalities
b) large
umber
'...oneof the country'smost mportant ompetitive dvantages...'l ines
58-59)
a) betterchances f successhanone's ompetitors
b) bettercompetit ion
'.. .
before heyeven et
oot
n Canada.'
tines
5-66)
a) arrive n
b)
travelaround
5
'...
to spearhead alesand nvestments..'
t ine
1)
a) [ead
b) fisht
5
'.. .
in
goining
ecognit ionor... '
l ines
9-90)
a)
winning
r izes
b)
getting
acceptance
Visi thewebsitesfa ewmult inat ionalompaniesndwri te short eport omparing
heir
ol ic ies
onethnic iversity.
Give short
resentation
n headvantagesormultinationalompaniesf having multicultural
workforce.ncludeny pecificxamples
ou
know f.
8/18/2019 market_leader_business_english_Human Resources.pdf
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Thisunit ooksat thewaycompaniesreworkingo hetpwomenn the
workforce.
Discusshese
uestions.
1 Arewomen
ommonty
oundn
senior
osi t ions
ncompaniesn
your
ountry? hat
ercentage
f
women o
you
ind
t h is eve[?
2 Doworking
others
et
any
extra elp rom ompanieso help
hem
workwhilstmanaging amity?
lf so,what ormdoes hishelp ake?
tr
Understandinghemain
oints
7
2
3
4
Readhearticle n
heopposite
age
nd
saywhetherhese tatementsre rue
T)
or
atse
F).
ldentifuhepartof hearticle hatgiveshis nformation.
5
5
Professionalervicesirms ave eenworried bout he
ack
f
men n
senior
ositions
or
years.
Consult ingirms re ot nterestednchanginghat i tuat ion.
The umber fwomenn senior
ositions
n
consulting
irms s
growing
apidty.
There
s
a business
ationaleorhelping omen
o
stay n heworkforcence companyas pent
t ime ndmoneyraininghem.
The radit ionaIorkforceasesnow oosmalIorcomoanies'needs.
Clientsonot ike emale onsultantso workpart-time.
Understanding etails
Read
hearticte gain ndchoosehebest
option
o complete
ach
tatement.
1 Consultingirms re rying ifferent ork rrangements
n
ordero ...
a) savemoney noffice pace.
b) hetpmorewomen
o stay
n
heir
irms.
2 They ave evelopedlexible ork rrangementsn ordero ...
a) attracthecleverest en ndwomen
n
Generation
Y'to
work or hem.
b) becomeeadersn modern orking
ractices.
3
AtKPMG,.. .
a)
nearly
alfof hemanagersrewomen.
b)
just
over 0
per
cent
fthe
managersrewomen.
4
At Deloitte,
he
percentage
f
he
most
enior
ositions
eld
bywomen
s
..
a) 4o
per
cent.
b) 13
percent.
44
t
F
Diversity:
Ut i lT :3
* "
G€Ni lER QUALITY
need
to think about how
r,ve
ar e
going
to be able to recruit from diverse
groups,'
says sabel Naidoo, Head of
8/18/2019 market_leader_business_english_Human Resources.pdf
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#
f
progress
1n
through
ff
{
/
However,
people
who support and
30 encourage
workforce
diversity say
they
see
progress,
both in attitudes
and in numbers. The
proportion
of
women in the sen io r
grades
is
gro'"ving.
The change s slow, but
it is
in the right direction.
Accommodating female employees
in the lvorkplace is not simply an act of
kindness.In fact, many firms
see
etain-
i n g
t r a i n e d
c o n s u l t a n t s a s a
businessnecessity. osing
valued and
skilled managers
not
only
results n a
waste
of training
time and resources,
but
it harms he ecruitment
rocess
n
the next
generation.
'We're
really talking about talent
issues. The traditional
groups
of the
population
that companies used o look
to for new recmits are shrinking. so we
G
75
H
t5
20
C
35
D
Women
make
climbing
the ranks
by Brooke
Masters
For
decades,
professional
services
firms have been concerned about the
absenceof
r,vomen n
leadership roles.
But over the past decade, consulting
flrms have taken
firm
steps or'vards
ix-
ing that
problem.
From networking
groups
and'mentoring caf6s' to leader-
ship seminars
and extra financial
support
for women returning from
matemity leave, consulting
firms
are
experimenting
rvith different ways to
suppoft
and retain the female
part
of
their lvorkforce.
Over t ime, they
have made
th e
industry a leader n using flexible lvork
affangements
and are competing for
the best and the brightest women
and men
in
'Genera t ion
Y' , the
20-somethings who have
put
work-life
balance at the centre of their demands.
In most consulting
firms,
for exam-
p le .
female representa t ionemains
quite
low: while 40
per
cent
of
De-
loitte's
graduate
intake is female,
only 18 per cent of those at senior lev-
els are women. At KPMG.48 oer cent
of
managers re
women.
but hisdrops
to 13
per
cent at the
partner
rank.
Women
enef i t rganisat ionsecauseheyare
part icular lyood
at . .
aJ var ious spects f
management.
b)
using
elecommunicat ionsquipment.
PA etpswomenwho have ecent ly ada babyby . .
a)
giv ing
hem
ery
ong
materni ty
eave.
b)
at towinghem o
work ewer ours
without osing
ay
or
a
whi le.
Deloi t te
rovides
. .
a) a chi ldcareervice.
b) anemergencyealth ervice.
IBMa[ lows . . .
a) womenwithchi ldreno takeup o twoweeks'extra ol idayime.
b) al lemptoyeeso buyup o two weeks'extra ol idayime.
Diversity forAccenture in
the UK.
Some firms also recognise that
women can
offer different skills.
'Women
are
quite
good
at aspects
of
management, managing diversity and
working in teams. These are things we
must encourage f we are
going
to add
va lue , ' says Jud i th Ha lkers t on ,
Managing Director
of
Energy,
Utilities
and Telecoms
at
Logica.
That has led to
programmes
such as
PAconsulting
group's
decision to boost
the sa la r ies
o f
newly re tu rned
mothers temporarily so that they can
afford to r'vork fewer hours without
sacrificing
pay
in the flrst few months.
Deloitte has
emergency childcare on
ca l l . BM let s l l
employees
not
us t
parents
buy
up to two
weeks
of extra
leave, which many
consultants use for
childcare. KPMG invests heavily in
state-ofthe-afi teleconferencing,which
makes
telecommuting and other
flexible arrangementsmore
possible.
Clients, on the whole, have been
supportive of the efforts to accommo-
date a variety
of work arrangements.
Consulting flrms say there has
been no
resistance
rom clients and sometimes
you
hear
hem say:
Well,I
only work
three days a week and t works for me'.
SaysAccenture'sMs Naidoo,
'Clients
want a
ob
done and with
quality
by a
cerlain deadline,
but
it's
up to us how
we manage
hat.'
FT
45
UN|T11" GENDEREQUALITY
llllril
r
Wordearch
8/18/2019 market_leader_business_english_Human Resources.pdf
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Find
words r
phrases
n he
article
which
it thesemeanings.
t high
positions
n
companiesn which
ou
make ecisions
bout trategy nd
heworkforce
paragraph
)
1 . . . . . . . .. . . . . . . .
a
period
f ime uring hich woman ho shaving
baby oes otwork orher
ompany
paragraph
)
- . . . . . . . .1 . . . . . . . .
what ompanies
chieve hen heyencourage
eople
rom variety
f backgrounds
ndboth
genders
to
work or
hem
paragraph
)
w. . . . . . . . 4 . . . . . . . .
the
new
etof
recently
ualifiedoung eople
ired ycompanies
ach
ear
paragraph
)
9 . . . . . . . . i . . . . . . . .
getting
ma[]er
paragraph
)
t . . . . . . . .
increase
paragraph
)
b . . . . . . . .
the
highest
evelof evelopment
chievedt a
particular
ime
paragraph
)
r . . . . . . . . - o f - t . .. . . . - a . . . . . . . .
usingelephonesr computers
o
havemeetingsn
which
eople
n different
laces
an alk o each
other
paragraph
)
t . . . . . . .
workingromhome,
sing omputer
onnectedo heoffice
paragraph
)
f . . . . . . .
tr Wordartnerships
1 leadership
2 mentoring
3
financial
4
networking
1 Match hesewords
o
make
artnerships
rom
he
articlewhich
describe ome f he hings
companies
rovide
r use o helpwomenn business.
a) caf6s
b)
support
c)
groups
d)
seminars
Match heverbs
1-4)
with
he
phrases
a-d)
o make xpressions
imilar o those n he articlewhich
describe
ome
f
heactions ompaniesake o helpwomenn
business.
1
to boost h e salaries
a) of work rrangements
2 to accommodatevariety
b) oncall
3 to
nvestn
c)
of
newly
eturned others
46
4 to have mergencyhildcare d)
state-of-the-arteleconferencing
UNIT11
"
GENDEREQUALITY
Vocabulary evelopment
8/18/2019 market_leader_business_english_Human Resources.pdf
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Usehe
phrases
n
hebox o
make
tatements.
uthemnto he orrectategorieselow.
se ach
phrase
nlyonce.
The
wo
downsides
heart ic le
ment ions
f
notencouragingomenmanagers
o stay n hecompany
a )
w . . . . . .
b )
h . . . . . . . .
Twoof the managementasks hat womenare
particularly ood
at
Text
completion
Usehe
phrases
rom xercises-Cn
he orrect
orm
o completehis
paragraph.
Companiesre
ncreasingly
eal is inghat heywi l lnothave nough
ood
managers
omorrowf
heydo
notsupport omenwhohave amil ies
oday.
C leve ri rms inda range fways o t o su f fe r w . . . . . . . . f . . . . . . .and . . . . . . . . ' ue o os ing k i t t ed nd
effect iveemalemanagers.ome f
hem
nvestn
r . . . . . . . . -of- the
a.. . .
. . . t
echnologyn order
o make
more lexible orkin g
rrangements,uch s1. . . . . . . . t ,
ossibte.
ther ompanies
ry o helpwomen
progress
o sen io r
os i t i ons
yencourag ing
hem o a t tend.
. . . . .
. . . . . . . . 4
nd
o in
n . . . . . . .g . . . . . . . . t
More
enior taf fhetp
unior
managers
hrough system f
m.
. . . . . .
.
. . . . . .o. l t
s also mport ant
o of fer
{ . . . . . . . .
. . . . . . . . '
t
a imewhen
emate
anagersrehav ing h i td ren .ome
ompan iesave
aken hes tep
of emporar i ly
. . . . . . . .he
. . . . .
. .8
f mothers hohave ec ent ly ada baby,
o hat heycankeep
he
same alary utworkshorter ours or
a short ime.
These
measuresrenot
simply
good
ocial
ot icy,
butaneconomic ecessi tyecause, i thoutwomen, ompaniesre indinghat
he radi t ional orkforce
i s
. . . . . . . . n .
t t hough
henumber fwomenn 1 . . . . .. . . . . . . . .' os
s t i t t
ma t l ,o r tuna te tyt
s
g row ing .
hose
whosupport
w.. . . . . . .
. . . . . . . "
areslowly eeinghe
posi t ive
esul ts f h eir
ef for ts.
a)
b)
diversity
harms
he
recruitment in
teams
in the next
generation
managing
process
t imeand esourceswastes working
Whatdo
you
hinkabout heact ions
he
companies ent ionedn
heart ic le ave aken
o help
increase
he
numbers
f women taying n
their
workforce?
re heya
good
dea?Would
his work
in
every ector f industry? re
hereanyother
measures
hichcompanies
outd ake o improve
the
gender
alancen
companies?
Visit
he
websites
f the companies entionedn
the article.
ook
at what hey
sayaboutdiversity
andhelping omen n heworkplace. r i te
short
eport
bout hecompany
hich
ou
hink
provides
he besthelp.
47
8/18/2019 market_leader_business_english_Human Resources.pdf
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Thisunit ooksat the effect f economicycles n he decisiono hire
foreign
abour.
Discusshese
uestions.
1 Do
companies
n
your
ountry ire
mployees
rom
versees?
ompare ew
different
types f
companies
ou
know
f.
2 What ort fposit ionso hese mptoyeesend ohold, ndwhy oyou hink his s?
tr
Understandingtheain
oints
7
2
3
6
7
4
5
tr
Understandingdetails
Read
hearticle gain ndanswerhese
uestions.
1 How idcompanies
perating
nVietnamncourage
kil led
orkers
o work or hem?
2 Whatwas heaveragemployee
urnover
ate n Ho
Chi
Mincity n
2008, ccordingo an
HR
survey?
3 Whatwas heemployeeurnoverate t hemanagerialeve[?
4
Howmuch irectoreignnvestmentidVietnam
njoy
n 2007?
5
Howmuch idaverage
alaries
ise
y n hat
year?
5 Didmanagerialalariesise ymore
r
ess
han hatamount?
7
Whatwas he op ncome-taxate nVietnam
t ha t ime?
8
What
xamplesf ax-freeenefitsoes hearticlemention?
Read
hearticle n heopposite
age
ndanswerhese
uestions.
Which etof managersid heeconomicownturnn 2009 itmore
trongly,
oreign
r ocal?
Why ad here een omany xpatriate anagersnVietnam eforehatpoint?
How ad hissituation ffectedhe raditionaIelationshiphatVietnamese
mployeesad
with heir ompany?
What ffect ad t atso adonsalariesnVietnam?
What
ffect
id
heeconomicownturn
ave
ncompanies'wi[[ingnesso employ
expatriate
anagers?
Whatwas heeffect f henew awwhich amento orce n st
January
oo8?
Whatmpact id
his
new awhave
n he
ocalisation
rocess?
48
UNIT 2 >' HIRING OCALTYRABROAB
Vietnamese
eesilver
ining
in
skills
battle
8/18/2019 market_leader_business_english_Human Resources.pdf
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facturing sector
over the
previous
few
years:
n 2007
alone, oreign direct
investment ad accounted or some
$1lbn,
or
more
han 12
per
centof
gross
omestic
roduct.
s more nter-
nat ional companies
nvested n
Vietnam,
hey created omething
f
a
of a salary bubble for local
senior
management.
F The
SmartHR survey showed
hat
for foreign-invested
nterprises,
verall
salariesncreased
y almost18
per
cent
os in 2008
but
l
executive
ositions,
he
rise was much more oronounced.
According
o RupaliEde-kar,
ho
runs
Active
Selection, recruitment gency
based n Ho Chi Minh
City,
'There
70were
people
with very limited
experienceand
skills, and they were
asking or totally
unrealisticsalaries.'
G But the
global
crisis
soondampened
down
the fuenzy. Many
overseas
zs companiesstarted
o lay off
staff
and imposed blanket hiring bans.
In the short term,
companies ight-
ened their belts and looked
more
closelyat the relatively
high costs
of
m expaffiatelabour.
H Furthermore,
a new tax law that
came nto
effect on January made ife
more difficult for
expatriates.Most
expatriatecontracts eft
the tax burden
ss to employers.At around35
per
cent,
the op rateof tax wasalready elatively
high,
but salary
packages
were
often
boostedby tax-freebenefits:
paid-for
household
uti l i ty bi l ls
(such
as
m electricity),a
companycar,
private
education or the
children and lights
home were all used
o attract skilled
management
o Vietnam.
I However,
on 1 January2008, all
ss those benefits became axable.
This
soon
speededup the localisation
process: he previous expatriation
trend reversed
as companiesstarted
to reduce the number
of foreisners
rm heyemployed.
The competition or skilled
labour
was fierce, with new arrivals
in the
employermarketusing
generous
alary
by
TimJohnston
A For expatriate mployeesn Vietnam,
January2009 ooked ike the
perfect
storm'. The
poor global
economic
outlook,
combined with recent
ocal
s tax changes,made the survival of
expatriate
obs
look uncertain. In
contrast,
or
local managers, here
was eason
or
hope.
B
Over
the
past
ew
years,
Vietnam's
ro
breakneck
developmenthad
created
local labour shortages,
articularly
n
the management ector.The demand
for
qualified personnel
n
finance,
marketing, human resources
an d
rs
general
management asmuch
greater
than supply. This had created an
employment onanzaor the elatively
few Vietnamese ho had he specialist
skills,aswell as housands
f expatriate
zo workers,notjust
from the developed
world, but also rom
places
uchas he
Philippines,ndia andPakistan.
offers to atftact
qualified
staff.
Consequently,whereas n the
past
Vietnameseworkers
had
generally
stayed
with
a singlecompany
or
their
:o
entire
working life, more ecently, he
'upwardly
mobile'hadalsobecomehe
'laterally
mobile'.
D A survey by Smart HR, a human
resources
onsultancy
asedn Ho
Chi
rs Minh
City,
found that in 2008, he
averageemployee urnover rate was
16.7
per
cent.However, his was
ust
the
tip
of the ceberg'compared
with
the
turnover rate at
more
senior
40 managementevels.Almost half
of
all
human
esourcesmanagersn Ho
Chi
Minh
City
moved
in
2008.
According o Jessica u, Smart'sChief
Executive,'If you were a human
45 esourcesmanagerand
you
hadn't
moved n three
years,people
started
to think there
must
be something
wrong
with
you.'
E The main reason or this heavy
so demand or executives nd managers
had been the large wave
of
foreign
direct
nvestment n
Vietnam'smanu-
c
FT
49
UN|T12
"
HIRING
OCALTYORABROAD
tr
Word
earch
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 49/89
tr
Word artnerships
1 to staywith
2 to create
3
to ask
or
4
to leave
5 to attract
6 to speed p
Matchheverbs
1-6)
with he
phrases
a-f)
o make xpressionsimilaro hose n hearticle.
a) the axburdeno emptoyers
b) a salary ubble
c) a companyor ife
d) skitled
management
o
Vietnam
e) totalty nrealisticalaries
f) the ocatisation
rocess
Findwords r
phrases
n
hearticle
hich ompletehese entences.
1 Whenotsof
obs
areonoffer nd here re
notenough orkers
o
filt
hem,hiscreatesne.
b.. . . . . . .orworkers.hey ave wide hoicef obs nd re nhigh emand.paragraph)
2 Emptoyeeshomove
p
hecareeradder
uickty
re aid o be
cr.. . . . . . .
. . . . . . . . .
paragraph
)
3
Employeeshomake idewaysareer oves,o
gain
roaderxperiencer
perhaps
rom
ompanyo
companynordero ake dvantagefa
better
alary
ffer, re aid o be .
m.
....
paragraph
)
4
The a te twh ich mployeesnter nd eave
companysknown
s hee. . . . . . . .. . . . . . . . . . . . . . .
(paragraph
)
5
When alariesise ha rpty ver short
eriod
f ime, his s known sa
t.
b.
(paragraph
)
6 When companyas oomany mployeesnd ecidesot o recrui tor he ime eing tany evel f
the rgan isa t ion ,
t mposes
b. . . . . . . .. . . . . . . . . . . . . . . . .
paragraph
)
7
lf condit ionsecome orse
or
hecompany,
t may aveo make mployeesedundantr1.. . . . . . .
hem
o. . . . . . . . .
paragraph
)
8
The
rend
or
usingocal
aboursknown s1.. . . . . . .
(paragraph
)
9
The
rend
or
using verseas
aboursknown s
e.. . . . . . .
(paragraph
)
g
Cause ndeffect
Use xpressionsn he box o completehe
paragraph.
as
a
result asa result f caused y consequently ue o in ordero
the
poor lobal
conomicutlook nd
ecentocalaxchanges,hesurvivaI
fexpatriate
jobs
ooked ncertain. ........u,owever,hesituation
or
oca[
managers
ooked ven etter
than t hadbefore.
Duringhe
previousears,
here adbeen nemploymentonanzaorexpatriateorkers ith
specialist
sk i l l s ,
. . . . . . .. . . . . . . '
hebreakneckconomic
eve lopmentnV ie tnam.. . . . . . .0even ie tnamese
orkers
whohad
previously
endedo staywith hesame
ompanyor ife, tartedo changeompaniesegularly
........5
ise
up hecareeradderaster r akeadvantagef better alary ffers.nzoo8,
thedeparturef
many
f he
expatriateorkers,
he
employment
rend
reversedacko oneof ocalisation.
50
UNIT
2
'>
HIRING
OCAILY
R
ABROAD
Sentence
completion
use words
and
phrases
rom
Exercises
-c
to
complete
hese
sentences.
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 50/89
1
Due
o
a sharp
ise
n oreign
nvestment
y
overseas
irms,
we
exper ienced
per iod
n
which
hose
o f
usw i th
a
good
duca t ion
nd
k i l t s
n joyed
rea l . . . . . . .
2 As herewerealwaysmore obs hanpeopleo f i t t hem,wewereable o getpromot ionsuickty nd
became
ery . . . . .
3
We
simply
idn' t
have
nough
xper ienced
nd
ski l ted
eople
n
hecountry
o
meet
he
sharp
ise
n
demand
or
localmanagers.
the
pol icy
or hir ing
managers
oved
uickty
o
one
of . . . . . . .
4
' . . . . . .
. . . . . .
. . . . . . .
h e
a r g e
u m b e r
fe x p a t r i a t e
a n a g e r s
n t e r i n g
h e
o u n t r y ,
. . . . . . .
. . . . . . .
soon
appeared,
nd
we at l
benef i ted
rom
higher
atar ies.
his
went
on
or
some
ime.
5 By
he
end
of zoo8,
owever,
t
was
clear
hatan
economic
ownturn
as
emerging,
nd
a lot
of
compan ieseganmpos ing . . . . . . . .
6
Worse
t i l t ,
hey
actual ly
tar ted
o
.. . . . . .
. . . . . . .
managers,
nd
a lot
of expatr iate
orkers
ent
back
to
their
own
countr ies.
U
nderstand
ng
expressions
Choose
he
best
explanation
or
each
phrase
rom
he
article.
1
'...
Vietnam's
reakneck
evelopment...'t ines
-10)
a) extremelyast
b)
t i t t te
by
tittte
2
'The
competition
or
skitted
abour
was
ierce
.;
(Iines23_24)
a)
very
weak
b)
very
strong
3
'...
this
was
ust
the
"tip of
the ceberg"
..'
[ines
3T-3g)
a)
a smal l
ar t
of he
picture
b)
for
he
op
layers
f management
4
'But
the
gtobalcrisis
oon
dampened
own
he
renzy.,
l ines73_74)
a)
made
everyone
ored
b)
reduced
he
compet i t ion
ndexci tement
5
'.. .
companies
ightened
heir
belts...'
t ines
7_TB)
a)
introduced
new
heatth ol icy
b)
reduced
heir
budgets
1,
2
Discuss
he
advantages
nddisadvantages
f moving
o another
ountry
o work.
Exptain
our
deas.
Do
employees
n
your
ountry
end
o
stay
with
hesame
ompany
or
ife,
r
do
hey
hange
ompany
from
ime
o
ime?
How
egularly
o
employees
xpect
o
make
ideways
oves
n
heir
obs
or
get
promotions?
hink
f different
ypes
f ndustries
nd
obs.
How
oes
his
behaviour
ompare
r:tt ' l
i,ut
of
your
parents'
nd
grandparents'
enerations
rother
ountries
ou
know
f?write
a short eoort.
5 1
8/18/2019 market_leader_business_english_Human Resources.pdf
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Thisunit ooks t hecontr ibutionhat hemodern Rdepartment akeso
the
success f
a
company.
Discuss
hese
uestions.
1 List
ll he asks
ou
can
hinkof hat
humanesources
rofessionals
arry ut.
2 Would
ou
say hat hehumanesourcesepartment
tays
more f
a strategic
ole
r a
supportole?
Explainour deas.
tr
Understandinghemain
oints
3
4
5
5
7
8
9
10
7 7
Readhe
articte n heopposite
age
ndsaywhetherhese tatements
re rue
T)
or
alse
F).
ldentiff
he
part
of hearticle
hat
gives
his
nformation.
1 Uni levernly a[[stsetfhe mult i locaImutt inat ional 'becausetoperatesnmany ountr ies.
2 ltshuman
esourcestrategyas
twaysaken
nto
accounthemany
ifferentusinesses
it
owns roundheworld.
I ts urrent R
oticy
as
hreemain ims.
ItsHRstrategyocuses
n ourmain
reas.
Gary
rouch, nilever'sRDirector,
ayshat hecontribution
eople
make
o hebusiness
theywork or s ncreasingly
eing alued.
It sdiff icutt
o
give
hiscontributionnumerical
r
inancial
alue.
The eport ritten
o acklehis ssue as
alled
Accounting
forPeople'.
The eport
as ponsoredy
he
Departmentf Health.
Companies
egularlyse
tatistics
etating
o emptoyeesor nternal
urposes.
Companies
lso se hese tatistics
idely
n
heir
public
eports.
Gary rouchopes
hatone ay ompaniesi [ [
measurend eport
n heir mployeesn
the
same
ay
hat hey eport n heir inances
oday.
Information
search
1 The
article
ives
everal xamples f ways n which
a company an
use
employee
tatistics
internally.ut
hem
n
he ightorder,
s heyappear
n
hearticte.
a) Managing
uccession
tanning
b) Assessingigh-potentiaI
anagers
c)
Comparinghe
performance
f differentivisions
52
Building
practices
and
priorities.
People
from
different parts
of the
businesswere
UNIT
3
"
BUILDING
STRONG
R
BRAND
key posts
s adequate,
y
assessing
he
number
of
potential
candidates
or
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 52/89
a strong
HR
brand
byAndrew Bibby
A
Unileverlikes o call
tself he
multilo-
cal multinational'.
t is a
term that
reflects
the
company's
enormous
geographical
and
product
range,
s but which
perhaps
lso suggests
he
challenges
f developing
a single
corporate strategy
for
a string
of
individual
perating usinesses.
B
Gary
Crouch, HR Director
for
ro
Unilever UK,
admits
hat, until a
few
years
ago,
each
Unilever
group
ended
to follow
its
own individual
HR
rs
talking
quite
different
anguages,'
he
explains.
C However,
a few
years
ago,
he com-
pany formally developeda shared
corporate
HR framework,
whose
zo
primarygoals
were
simplicity
andben-
efitsofscale.
The new
strategy
ocused
on four
key areas:eadership;
alent
management;
fficiency
ndcosteffec-
tiveness;
nd
corporate
ulture.
D HR,
t seems,
s no onger
ust
a wor-
thy and
useful
support unction.
It
is
part
of the strategic
management
f the
business.
r
Crouchbelieves
hat his
reflects the changing role of HR
ro in
the company.
He
explains,
It's
a
way
of recognising
he
mportance
f
people
o
thesuccess
fthe business.'
E This
s,
ofcourse, he
position
hat
many
other companies
would
like
to
:s claim
aswell. The
question
s how to
put
words
into
action. How
do we
find ways
o adequately
measure
nd
report
HR's strategic
ole in adding
value?This was he ask ackled n an
ao
'Accounting
for People'report
which
was
sponsored
y the
UK Department
ofTrade
and ndustry.
F
Some ompanies
se
of
a
number
of
key
employee
statistics
nternally
as
n their
regular
strategic planning
meetings
o establish
HR
policy
and
development.
neexample
f the way
theyare
useds n
theassessment
f the
proportion
of staff considered o
so have high
management otential.
High
potential
s assessed
sing a
number
of
objective riteria,
ncluding
business
ompetencies, astperfor-
mance,
and
range
of skills
an d
ss
experience.
second
measure
ests
whether
he
succession
lanning
or
more
seniorjobs.
G Athird
method,
mploying
ey ratios
such
as sales o
employee
umbers,
can be used o compare he perfor-
mance
of
different divisions
within
a
group.
Other igures
nclude
he
aver-
os age ime
an
employee
pendsn
a
post,
staff
retention
ates,
he number
of
management
ayers
n
a company
or
department,
safety
and
accident
records,
ndworkforce
diversity.
H
However,
here
can
be difficulties
with
using
standard
mployee
tatistics
for
external
comparisons
between
companies.
or example,
he
actual
importance
f low
staff etention
ates
rs
could
differ widely
between
different
companies
n different
sectors.
s a
result,
there s
still a
great
degree
of
caution
on he
part
of companies
bout
going
public
oo
quickly
with
data hat
so could
be
misinterpreted.
However,
industry
s
clearly moving
towards
more eporting.
I Mr Crouchsays,Financialstatistics
have
been
built up
over many
years
as and
are supported
by large
numbers
of
accountancy ractitioners.
Achieving
this
in HR
will
take some
ime. The
task will
be to end
up with
objective
and verifiable
data
that
can be
used
m for
genuine
comparison.
he
point
is
that we
are
moving
towardsmanaging
our
people
as a resource
or
business
with the samedegreeof rigour and
discipline
hat we
use n any
other
ss of the
business.'
FT
Readhearticle gain nd ick ./) he tem(s)hatcompleteach entence.
1
Gary
rouch
escribeshe
oldUni lever
s . .
a tot
of d i f ferent
ompanies
round
he
wor ld.
having
lot
of employees
ho
didn' t
peakEngl ish.
having
large umber
f d i f ferent
ndseparate
R
pot ic ies.
2
Unilever'sew
trategyocused
n ..
a)
b)
c)
a)
b)
c)
eff iciency
ndcost
effectiveness.
managing igh-potent ia lanagers.
reducing
he workforce.
d) corporate
ulture.
e) developingeaders.
f)
diversity.
53
lrl
NIT 3
"
BUILDINGSTRONGRBRAND
tr
Word
earch
Find
phrases
n the articlewhich it
these
meanings.
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 53/89
L
to compare
2 to manage
3
to recognise
4 to
measure
5 to
develop
6
to use
7
to develop
8 to establish
5
5
1
a company
hich
sells
different
hings
n different
ountries,
eflecting
heirdifferent
eeds
paragraph
)
m . . . . . . - -
2
a company
hich
operates
n
manycountries
paragraph
)
, : ; ; ; ; r ry 's aims
n
generaland
he
way t hopes
o achievehem
paragraph
)
c . . . . . . . .
. . . . . . . .
ways f doing
hings
n
he
Human esourcesepartment
paragraph
)
HR
P . . . . . ' . .
a setof HR oliciesndpracticessed yanentire ompany
paragraph
)
c . . . . . . . .
R
. . . . . . . .
whata companynjoys hen t
akes
dvantagef ts arge ize
o
reduce
osts
paragraph
)
b . . . . . . . .
. . . . . . . . r . . . . . . . .
when
company
lans
hat twi l t
o n he
uture,
ncluding:hich
roducts
rservicest
shoutd
selt,
whichmarkets
t should e n andhow
profits
anbe
ncreased
paragraph
)
t . . . . . . . .
. . . . . . . .
8
hard acts
nd
igures hich
o not nvolve pinion ndwhich anbeunderstoodn hesame ay
byeveryonehoviewshem paragraph)
o . . . . . . . .
. . . . . . . .
9
aspec i f i cse to fk i l l swh icharecons ideredtobeessent ia l
norder for
nemployeetobeef fec t i ve
ina seniorote
paragraph
b . . . . . . . .. . . . . . . .
10
when ompaniesork utwhetherhey
have
he
ight
mptoyeeso fillsenior
osts
s
he
people
in hese
ositions
eavehecompany
paragraph
)
t . . . . . . .P
Word
artnerships
Match he
verbs
1-8)
with
phrases
a-h)
o make xpressionsimitaro those n hearticle.
a) a single orporatetrategy
b) a shared
R ramework
c) HR's trategicole n addingvalue
d)
key
emptoyeetatistics
e)
HR
ol icy
nd
evelopment
0
the
mportance
f
people
o hesuccessf thebusiness
d
the
performance
f
differentivisions
h)
people
sa resourceorbusiness
54
UNIT 3
"
BUILDING
STRONG
RBRAND
tr
Sentenceompletion
Usewords nd
phrases
rom
Exercises
and
B o completehese entences.
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 54/89
1 HRdepartmentsre
laying
more
.. . . . . . .
o le ncorporatei fe hese ays.
2 Bus inessesre ta r t ing to
. . . . . . . . the
mpor tancefp . . . . . . . . tohe uccessf the us iness .
3 Companiesre ecomingorenterestednmeasuringR's ole na.. . . . . . . . . . . . . . .o heir usiness.
4
A l though
ompanies
ouse
. . . . . . . .. . . . . . . .
. . . . . . . .
o
makenterna lompar isonsndmeasurear ious
aspectsf he
business,sing
hem
orexternaIeportings notsocommon.
5
An mportantumanesourcesasks
9... . . . . .
. . . . . . . .
makingurehat he ompanyas nough
qualif ied
ndexperienced
mptoyees
o
ill
hesenior nd
trategic
ositions
hen
he
existing anagers
leavehe ompany.ey mployeetat ist icsan eusedo compare
mployees'
. . . . . . . . . . . . . . . .
tr Understandingexpressions
Choosehe bestexplanationor each
phrase
rom he article.
1
'People
from ifferent
arts
f
he
business ere alking
uite
ifferentanguages... '(l ines3-15)
a)
haddifferent otherongues
b)
haddifferent ays f doinghings
2
'...
succession
lanning
orkey
posts
s
adequate... '
t ines
6-57)
a)
good
nough
b) average
3
'As
a result,
here
s stilla
great
degree f caution n he
part
of companies..'
tines
5-78)
a)
companiesave
o
pay
a bigdeposit
b) companiesre ery nsure bout
t
4
'...
asa resourceor business ith hesame egree f rigour nddiscipline...'
[ines
2-94)
a)
ascarefutlynd
professionally
b)
as
strongly nd
orcefully
Do
you
hink hat
key
employeetatistics
rovide
seful
nformation
bout company?
Think bout ome f hedifferentreasmentionedn hearticle. oyou hink hepublic ould
generally
e
nterested?
lf
you
were
hinking bout
oining
company
s
anemployee,ould
ou
be nterested
in knowing ow ong
mployeesendedo stay here?
Wouldt bea
good
ndicator
f
ho w
happyheywere
n
hecompany?hink bout ifferent
ndustries
ou
know
f.
55
8/18/2019 market_leader_business_english_Human Resources.pdf
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Thisunit ooksat theroleof softwaren human esourcesecision-making.
Discuss
hese
uestions.
1
lf a
companyas
o
make
mployees
edundantn
your
ountry o
you
know fany aws nd
conditionshich
overn
heway hecompany
anages
his
process?
2
How
o
companiesecide ho o
makeedundant?o
hey
se
ny
art icutar
r i ter ia?
tr
Understandingtheain
oints
Readhearticle n heopposite
age
ndsay
whether
hese tatementsre rue
T)
or alse
F) .
ldentifyhe
part
of hearticlehat
gives
his
nformation.
1
Companiesse omputerechnologyo
decide ho
hey hould
ire smuch s
hey
o
o
decide
ho
to recruithese
ays.
2
lt s bettero eave ecisionsboutwhich mployeeso
make edundant
o
managers,ho
know heir
employeesetter.
3 E-firingoftwarean ave ompanies
great
eal f
imeand
money.
4
During
period
f restructuringrdownsizing,companyan asilyose ey taff f t doesn'tak e
stepso
dentify
hem
ndensurehat
hey
willstaywith hecompany.
5 E-firingoftwareanbecombined itha
number f otherweb
applicationso
make
he
edundancy
selectionrocess ore ffective.
5 One f heways f deciding hich mployeeshould o s o firstwork utwhich mployeesou
should
eeo.
7 Mergersetweenompanieshich
avehought bout hich mployees
hey
houtdeep
arly n
n
theorocessave een
more
uccessfulhan hose
which aven't.
Read
hearticle gain ndanswerhese
uestions.
1 Whenwocompanieserge, hat soneof hemainwaysnwhichhey an avemoneyn he uture?
2 Whichwomain usinessbjectivesoes his ypeof softwareelpbusinesseso
align?
3
Inwhichhree ituationsan -firing
oftware
euseful?
4 Whatength f delayn
making
mployeesedundantan esultn osing ver 5o/o
f he
desired
ost
savingsf a merger?
5
Which
ther oftwarepplications
oes -firing
oftwareink
with?
6
lf a company
ires
oomany f a
particular
roup
femployees,hat wo
possibte
esulting
roblems
doesheart ic le
ention?
tr
Understandingdetaits
56
Computer
ays:
UNIT4
"
E-F lR lNG
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 56/89
'You're
fired'
by
Joia
Shillingford
A While many companies ave adopted
e-recruitrnent
echniques for example
posting
obs
on he
web
thebenefits f
e-firing
areknown
o
fewer
businesses.
s The
practice
may sound ery unpleas-
ant,
but
-
asmany who haveworked n
a shrinking organisationmight agree
softwarecould hardly do a
worse
ob
than somemanagers.
B E-firingsoftware
s
particularly
elp-
ful
to
managements n the
event
of
a merger
or
acquisition
M&A),
where
part
of the logic of the deal s
that the combinedbusinesses
ill
need ewerstaff.
By usingsoftware,he
process
an
be
speeded p so hat he beststaffdo
not eave
while
uncertainty angs ver
thebusiness. o llustrate, one-month
zo
delay
n working
out
which
obs
to
cut
could reduceexpected ost savings f
$500m
year
by more han
$150m.
D
But
delaysare commonbecause f
the difficulty andemotion
nvolved
n
zs deciding
who should
stay and
who
should
go.
That is
why
human-
resourcessoftware s increasingly
being
used o
help businesses lign
financialandorganisational bjectives
:o in situations
n which
they
need
o
get
rid
of
employees. hese
ncludemerg-
ers
and acquisitions,edeployments,
reductions nd
ordinary
erminations.
By linking to
other
business pplica-
:s tions, suchas
payroll
and he human-
resourcesdatabase,
his type of
softwarecan
put
all the mportant data
in one
place
for senior managers
to analyse.
E Samantha anson, ice-Presidentf
HumanResources t Vurv, a company
which
produces
his type of software,
says:
Before
we
introduced
his soft-
ware,
every time
I went
through a
+s
restructuring
rocess,
he
Chief
Finan-
cial Offlcerhadhis or her spreadsheets,
human
esources ad theirs and the
legal
department
were looking
at
another ne Moreover,when heChief
so Executive changed he amount of
money he wanted o save, he figures
had o be calculated gain,and t was
very
difficult o
get
all the spreadsheets
to matchup.'
F But this type
of
softwareenables
merger candidates o set up a hypo-
thetical
event, such as
a merger
or
acquisition, nd a
goal,
suchas
how
much they want to reduce he head-
60 count
by. Or
what
skills they
want
to
end up with i n the combined
business. ou can ook at
your
work-
force in a variety of ways ncluding:
performance, ay,
age,
geography
or
os business nit.
G Equally,
you
can ook at a combina-
tion offactors, uchassales ybusiness
unit, ength
of service r the success f
applicantshired by
one
particular
ro recruiter. n
this
way,
you
can see ery
quickly
what it will cost to close a
whole unit and f it will disproportion-
ately affect agroupof employeessuch
as womenor ethnicminorities,which
could ead o legal cases r an unbal-
ancedworkforce.
However,
his ype of softwaredoes
not simply
deal
with
reducing hehead-
count;
it
also helps to identify top
performers
or employees uitable or
retraining.n arecent
tudyof 40 M&A
deals,t was ound
hat
n
15 deals las-
sified as
'successful',
nearly every
companywhich took
over a business
identifiedkey employees
or retention
during due diligence
(the
process
by
which companiesverify
that the
intended
urchase
s viable)
or
within
30 days
of
the
announcement.n
marked contrast, his
only happened
in one hird
ofthe
unsuccessfirl'deals.
FT
15
C
75
H
57
UNlTr4
"
E-FlRlNG
tr
Word
earch
Find
words
r
phrasesn
hearticle
hich
it
hese
meanings'
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 57/89
1 the
opposite
f
e-recruitment
paragraph
)
o- l
2
getting
malter
r downsizing
paragraph
)
t . . . . . . . .
3
computer
rogrammes
hat
can
show
ows
of
figures
nd
perform alculations
ith
hem
(paragraph
)
t . . . . . . . .
4
the
otal
number
f
employees
company
mptoys
paragraph
)
h . . . . . . . .
5 smatt roups f peoplewho havea different ountry
f
origin
or culture
rom
most
of the
employees
(paragraph
)
e . . . . . . . .
. . . . . . . '
6
particutarty
trong
and
alented
mployees
paragraph
)
t . . . . .
p
. .
7
when
company
nich
s hinking
bout
uying
nother
ompany
ooks
arefutty
t his
ompany's
accounts
o
check
hat
he
purchases
nnanciatty
nd
egatly
iabte,
s
t must
o
by
aw
paragraph
)
A. . . . . . . .
. . . . . . . .
tr
Definitions
Match
hese
words
nd
phrases
rom
he
articte
hich
escribe
ituations
hen
-firing
oftware
anbe
usefut
1-4)
with
heir
meanings
a-d).
1
mergers
nd
cquisi t ions
a)
when
n
ndividuat
mptoyee
eaves
he
company
when
mployees
re
moved
rom
ne
department
o
another
ue
to a
company
eorganisat ion
when
wo
companies
oin
ogether,suatly hen ne akes ver
the
other
nd
has
he
controlting
nterest
when
company
educes
tsworkforce
n
order
o
save
osts'
often
uring
n
economic
ownturn
2 redeployment
b)
3
downsizinC
c)
4
ordinary
ob
ermination
d)
|
Word
artnershiPs
1 to
post
obs
2 to
align
inancial
3
to
get
r id
4
to
go
hrough
5
to
recluce
6
to
identify
Match
hese
phraseso
make
word
partnerships
rom
he
articte
which
describe
ctions
erformed y
companiesndhumanesourcesepartments'
a)
and
organisationaI
biectives
b)
top
performers
c)
on
he
we b
d)
the
headcount
e)
a restructuring
rocess
f)
of emptoyees
58
U N I T 4
"
E - F l R l N G
Word amilies
Completehe hart.
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 58/89
noun
verb
I
to
merge
2
to acquire
redeployment
l
4
to
reduce
terminat ion
5
to retain
downsizing
7
Sentence
ompletion
Usewords
nd
phrases
romExercises
-D n he
correctorm o complete
hese entences.
1 When
wocompanies.. . . . .
o
orm
ne arge ompany,
nfortunatelyor
some
f heemployees,
the ew ompany
f ten. . . . . . .
2 Themanagement
ave
o
decide
hich
mployees
hey houtd.. . . . . .
nd
which
hey houtdire.
3
l t s mportant
or
hem ot o ose
heir. . . . . . . .
otherwise
hevwitt osehe
best ki l ls
no
experience
n
hebusiness.
4
In
some ases,
herefore,t s
bet ter
o
.. . . . . .
ood
mployeeso
other epartments
han o . . . . . . .
their
mploymenti th
hecompany.
5
The
managers
an se
software,hich
an ecombined
ith
a number
fhuman
resourceswebapp l i ca t ionsand
an r ing together the. . . . . . . .o fvar iousdepar tmentssothat the
decision-making
rocess
ssimpler
nd aster.
6
In
h isway,
hen company
oes
hrough . . . . . . .
rocess ,
nd educes
ts . . . . . . .
t
can. . . . . . .t s
organsational
nd inanciaI
bjectivesffectively.
Whatsyour mpressionf hesoftwareescribedn hearticle?s t a sinisterpplicationf modern
technology
ra necessarynnovation
f modern
ociety?
Do
you
hink uch
oftwarean eally
eeffective?o
spreadsheets
now
more
bout
company's
employees
han tsmanagers?
hink
bout
ery arge
nd ery mall
ompanies.
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 59/89
This nit ool<st a
ob
advertisement
or
a
emporaryumanesources
manager.
Discusshese
uestions.
1 What
ualifications,
kil ls ndexperience
ould
ou
expecto bespecifiedn anadvertisement
for
he
post
f Human esourcesanager?
2 What esponsibi l i t iesnd ut ies ight edescribed?
tr
Understandingthe
ain
oints
Read
he
ob
advertisementn heopposite
age
ndanswerhese
uestions.
1 How id his emporary
osit ion
rise?
2 Whats hecurrent ituationf hecompany?
3
What olewi[] the
R
Manager
lay
n elat ion
o his i tuat ion?
4
What eedso bedone o
ncrease
heefficiency
f
he
HR epartment?
5
What
an heHR
Manager
o o attract nd
etain
taff?
5
Which
wospecificasks
eed
o
be
performed
n inewith egal equirements ?
7
ls
a background
n
he
pharmaceutical
ndustry ssential?
8 Which reas fchange anagementoesheappl icant
eed xperiencen?
9
How
well
does
he
HRManagereed
o
beable
o
communicaten
French
ndEnglish?
E
Information
earch
tr
Understandingdetails
Readheadvertisementgain ndanswerhese
uestions.
1 Whatdoesnterimmeann he
ob
itle?
2 What oes .
stand
or n he
salary
pecification?
hat
oes his er mmean?
3
What
s
meant
y
per
annum?
Readhe
advertisementgain
nd
say
what he esponsibititie sf heHRManagerre
n
relation
to
he ollowing
eople.
1 the
Senior
uman esourcesanager
4
t inemanagement
2
a
department
f
15
5
union epresentatives
3
senior
anagement
5 mult i funct ionaleams
60
UN|T15
"
IOBADVERTISEMENT
Interim
HR
Manager
Temporary
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 60/89
Globat harmaceutica[
ompany,
rance
c.€40-55,000 erannum
I A
leading tobat
harmaceutical
ompany
surgentty
eeking
Human
Resources
Manager
o
oin
ts
eam
n Paris.
upporting
he
Senior
uman
esources
anager
nd
leading
department
f 15,
ou
will
oversee
he
provision
f HR
ervices
ndptay
pivotal
ole
n
he
process
f
organisational
estructuring.
his
s
a 1Z-month
ontract
s
covering
aternity
eave.
s RESPONSIBILITIES
The
key
areas
f responsibil i ty
re
detailed
etow,
ut
these
may
vary
and
he
Human
Resources
anager
i[[
perform
dditionaI
asks
s
andwhen
equired:
ro
.
Manage
our
eam
o
maximise
he
eff iciency
f
the
HR
department.
his
wilt
nctude
stablishing
a realistic
uccession
lan
or
HRstaff.
.
Support
he
development
nd
mplementation
f
HR
strategy
cross
he
whole
rganisation
n
areas
ucn
ls as ecruitmentnd etention,mployeerientation,
employee
elations,
erformance
anagemenr,
training
nd
development,
nd
compensation
nd
benefits.
upervise,
valuate
nd
monitor
he
delivery
of these
ervices
nd
constantly
eek
ways
of
making
20
them
more
effective
nd
cost-efficient.
.
Advise
nd
iaise
ith
senior
management
n
HR
decision-making.
ommunicate
ew
po[icies
nc
procedures
cross
he
business
ndprovide
oLLow-up.
. Devisend o[[outorganisationaIhangetrategies
25
which
arealigned
ith
organisationat
alues
nd
goats.
.
Srppty
ine
management
ith
he
appropriate
information
o
hightight
R-retated
ssues
hat wit[
have
n mpact
n performance
ndproductivity.
.
Regutarty
pdate
ompany
alary
tructure,
ob
30
documentation,
ppraisaI
ystems
nd
employee
feedback.
nsure
hat
he
emptoyment
enefits
nd
remuneration
olicies
emain
ompetitive
n
order
o
attract nd etain igh-ca[ibreersonne[.
.
Co-operate
ith
union
epresentatives
o
resorve
35
employee-relations
ssues.
nsure
hat
such
ssues
re
handled
n
accordance
ith
company
oticy
nd
egal
reouirements.
.
Oversee
he
payrotl
unction.
.
Maintain
[[personnel
ecords
n tine
with
tegal
40
requirements.
C CANDIDATE EQUIREMENTS
The
deaI
andidate
il l
have
strong
nternational
background
ith
a
track
ecord
f
success
n
a similar
corporate
nvironment.
s
a
point
of
contact
or
al l
+s nternal
nd
external
R ssues,ou
must
have
outstanding
ommunication
kitts
nd
be
able
o
collaborate
ith
multifunctional
eams
o
deliver
n
HR
service
hich
s
compatibte
ith
he company
goats.
t is
essential
hatyou
can espond
o the
so ever-changingeeds f thisbusiness;ouneed he
confidence
o
provide
nnovative
R
solutions
nd
have
the
credibility
nd
ntegrity
o
present
hem
o
atl evets
of
the
organisation.You
lso
eed
n
autonomous,
hands-on
pproach
nd he
abit i ty
o
manage
heavy
D
worktoad.
o be
considered
or
this
rote,
he
fottowing
requirements
ust
be utfitted:
.
A
Master's
egree
n
Human
Resource
anagement
or equivalent
. A minimum f f ive ears'experiencenan HR
60
management
ol e
.
Demonstrable
xperience
n
a broad
ange
f HR
areas
nd
exposure
o
change
anagement
ssues
such
s estructuring
nd edeployment
.
A
track
ecord
n
managing
elationships
n your
65
organisation
nd
delivering
R
services
o key
stakeholders
n
he
business
.
ExceptionaI
bit i ty
o
analyse
ata
and
provide
recommendatlons
.
ldeatty
background
n
the
pharmaceutical
ndustry
zo
.
Extensive
xperience
n negotiating
ontracts
.
A basic
nowledge
f French
mptoyment
aw
.
Proficient
n French
nd
Engtish
61
UNIT15" IOBADVERTISEMENT
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 61/89
competence
r abitity
paragraph
)
members
rom ifferent
epartments
paragraph
)
believable
paragraph
)
and
ethical
paragraph
)
and
make
ecisions
ndependent ly
paragraph
)
(paragraph
)
(paragraphs
/D)
achievements
paragraph
)
Word amilies
Complete
hechart.
verb
noun
verb
noun
to supervise
to maintain
9
to roll
out
2
to
provide
1 0
to advise
3
to assist
1 1
to liaise
to follow
up
1 2
to resolve
5
to oversee
to mplement
6
tosuppty
I4
to
respond
7
to al ign
to
update
8
to
anatyse
UNIT15
"
JOBADVERTISEMENT
Sentence ompletion
Use ordsrom xercise
ocomplete
hese entences.
here ay
emore
han ne
ossible
nswer
insome entences.
8/18/2019 market_leader_business_english_Human Resources.pdf
http://slidepdf.com/reader/full/marketleaderbusinessenglishhuman-resourcespdf 62/89
1 TheRegionaI
a lesManager i l t . . . . . . .wi th
counterpartsn otherdivis ions.
2
TheSiteManager 's
aindut ies ncludehe . . . . . . . f
contractorso ensure
hatheatth ndsafety
regulations
re
ollowed.
3
The
postholder
i t t . . . . . . . ustomer ccount
etai ls n a regular asis
o hatneworders
anbe
handledn
an ef f ic ient anner.
4
The
Market ing a nager i t t . . . . . . .
he
product ion
f market ing
ampaigns
o
guarantee
igh
tandards
andcosteff iciency.
5
This ote
wi l t
nvolve
orking losely
i th he Developmentanager
n he . . . . . . .
f a new
appraisatsystem.
6 Oneof
your
main esponsibi t i t ies
i l l
be o
. . . . . .
ustomers i thdet ivery
ates
nddetai ls.
7
You
w i t t
. . . . . . .
o
quer ies
y
phone
nde-ma i l .
8 A key esponsibi l i tys
o
provide
. . . . . . .
o customers hoareexper iencing
echnical
roblems.
9
The
Accounting
anager illensurehat egionaI
ctivitiesre
performed
n
.......
with
global
tandards.
10
The TSupport
ssistant i l tbeexpected
o
.. . . . . . .
roblems
ith
sof tware.
Prepositions
Completehese entences
singhe
prepositions
n
hebox.
in
in in in
of to to
1
This ole equires
xperience
... . . . .
ash nd t ockmanagement.
2 Key
kit ls
nclude
nexceptionaI
nowledge... . . . .
arehouseanagement
ools.
3 ldeat ty ,ouwi t l ave background. . . . . . .og is t i cs .
4 A
rack
ecord.. . . . . .
mprovingnd
rowing
businesss
essential .
5
Th is
os t
equ i res
he b i t i t y . . . . . . . .o rk
nder
ressure .
6 The
uccessfuIandidate
ust ehighty
rof ic ient. . . . . . . .
ngt ish.
7
Exposure
.. . . . . .
echnicalspects
fbankingperat ionsould e
desirable.
;3::1fi
' , ,
,,
Think bout
ob
hat
ou
are
amil iar
i th:
our
urrent
ob,
previousosit ion
rone hat nterests
you.
Using
headvertisementn
page
1asa model, ri te
nadvertisementor
your
hosen
ob .
Once
ou
havewritten
our
dvertisement,ind eal
dvertisementsor
similar
ositions
n
newspapers,n
ournals
r ontine. ompare
hemwith he
advertisement
hat
you
have ritten.
id
they pecifyhesame ual i f icat ions,esponsibi l i t ies,ki t ts nd xperience?id hey se imi lar
vocabulary?
f here
reanynew
words, heckhem n
a dictionary.
63
8/18/2019 market_leader_business_english_Human Resources.pdf
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Thisunit
ooksat a letter
of
appointment
hichoutlines
he ermsand
conditions f employmentelatingo the
ob
being ffered.
Discusshese
uestions.
1 Whatterms,ondit ionsnd
nti t lementswould
ou
expectto
e nctuded
n
a
etterof ppointment?
2 Whicherms nd ondit ions
re he
most/ least
mportanto
you
when eciding
hethero acceptn
offer
f employment?
hy ?
tr
Understandingthe
ain
oints
Read
he
letteron he opposite
age
and answer
hese
questions.
1 Where i t l
Mr Haroer e based?
Wit t e beexpected
o work here l lof he ime?
2 Howwit t hecompany
ecide hether
r notheshould
eceive bonus?
3
Whatare
hisent i t lements
hen
performing
ut ies utsidehe
normal
lace
f work?
4
Witthe be
expectedo work overtime?
5
Whatare he
restrictions n
his
use
of annual eave?
6
Howmuch
notice oeshe have o
give
during he
probationary eriod?
7
Whenmight nstant
ismissal r suspension
romwork ake
place?
8
WhatdoesMr Harper
ave o do to accept
he offerof employment?
9
Which ocuments
i l l orm hecontract
f employment?
tr
Understandingdetails
Readhe etteragain.
Whatdo he
ollowingigures
efer o?
7
3)anuary2011
2
EUR
0,000
3
90
days
4 30minutes
5
20days
6 three
months
64
UNIT 6
" '
LETTER
FAPPOINTMENT
Mr JohnHarper
45 BoltonRoad
BethnalGreen
London
E2
sEY
T-Solutions
Bokkerlcan
563
Amsterdam
8/18/2019 market_leader_business_english_Human Resources.pdf
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1
gth
November 01
Netherlonds
Dear Mr Harper,
Following
our
recent nterview t the T-Solutions eadquarters
n Amsterdam,
am
pleased
o
otfer
you
the
position
f Customer
Services
Manager n T-Solutions
K on the
ollowing erms:
1 Youremployment il lcommence
n 3 January 01
2
Yournormal
place
of work will be at the T-Solutions
K office n AlbertStreet,
West
London.However, o
perform our
duties
as
CustomerServicesManager,
ou
will
be
required
make
visits
o companybranches
in other egionswhen nstructed.
3
Yourstartingbasicmonthly alarywill be the
equivalent f EUR 40,000
per
annum.
Your
performance
ir r
be evaluated t scheduled ntervals, nd he
company
will adjust
your
salaryat its sole discretion.
4 After
satisfactoryompletion f the irst90 daysof
employment,
ou
may
be eligible
or
a bonus.The
securing
of subsequent
onuses
will
be basedon
the
achievement
f
goals
set
n
your performance
ppraisal nd on
overall ompany
performance.
5
Youwill be
entitled
o
claim
ravel
and subsistence
xpenses
or
duties
which
are
performed
utside he
normal
place
of work. f
your
expenses xceed he rates
specified n the company laims orm,
hey
may
not
be
reimbursed.
6 Yourworkinghoursare Monday o Friday, rom
g
a.m. o 5.30p.m.You are entitled o a 3o-minute unch
breakeach day.
You
may be required o work
additional ours o fulfil
your
duties.
7 In addition o
public
holidays,
ou
are entitled o 20 days'paid annual eaveupon one
year's
service.
Unusedannual eavecannotbe carried orward o
the subsequent
ear.
8
The duration
f
your
probationary
eriod
will be threemonths.During
his
period,
each
party
has he right
to
terminate he contract
y
giving
one week'snoiice
or,
n lieu
of
notice,
he equivalent f one week's
salary.
The
Company
may
extend he
probationary
eriod
o review
your performance
nd
conduct.You
may be subject o instantdismissal
r suspensionrom work f
you
are
guilty
of
misconduct
r
in
breachof
the termsand conditions f employment.
9 Periods f noticeafter he
probationary eriod
are specified
n
the full ermsand conditions f employment.
This offerof employments
subject
o the
provision
f two
professional
eferences
nd copiesof
diplomas
and certificates.
lf
you
would ike o accept his
ofier
of
employment,
lease
sign and date he
attached
opy
of
this etter
and
return t
to us
with
he abovedocuments.We will hen
ask
you
to
sign a copy of
the full erms
and conditions
f
employment,
hichwill, ogetherwith
his etterof appointment,orm
your
contract f
employment.
Pleasedo not hesitate o call me if
you
have
any
questions
bout hi s appointment.
We look orward o welcoming
ou
to our company.
Yourssincerely,
UaTY\anser
Eda Manser,Director
f
Human
Resources
I accept his offerof employment nder
he termsand conditions
pecified bove.
(Signature) (Date)
65
UNIT 6 '> LEfiEROFAPPOINTMENT
Scrambled
ords
Usehedefinitions
o unscramblehewordsromhe etter.
1
a local iv is ion f a business
8/18/2019 market_leader_business_english_Human Resources.pdf
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BARH C
2
payment
or means
f survival, uchas ood
SISU
SETCBE
3
make repaymentormoney
pent
SEREUI
BM
a tr ia l
per iod
ur ingwhich
company ssesses hether new
employees r ight or
he
ob
NIOPRRAOYBATDROPE
a
written
statement bouta
person's
haracter,bi l i tyandskitts
CEEN
FEER
5 bador nappropr iate
ehaviour
UMNISTDCCO
7 theactof i r ing
omeone
mmediately
ANINTSTAISDILSM
8 theactof emporar i lyeteasingomeoneromprofessionalut ies sa punishment
SNUOESISPN
Sentence ompletion
Usehewords nd
hrases
rom
xerciseocomplete
hese entences.
1
When wasoffered
he
ob,
askedmy ormer mployer
o
provide
. . . . . . .
2 He aces. . . . . . .
romhisemployment
oronemonthbecause ewascaught mokingn hestore oom.
3
l f he
postholder 'ser formance
as
been at isfactory,heappointmentshoutd
e conf i rmedn wr i t ing
a t h ee n d f t h e . . . . . . . .
4 Toclaim
.. . . . . .
xpenses,
ou
wi l lneed o
provide
ecords
uchas estauranteceipts.
5
He eceived f inal
wr i t tenwarningol lowing
er ious
. . . . . . .
which ncluded
heftof company
roperty.
6 l f
you
ravel
i rst
tass,hecompany aynot ut ty . . . . . . .
our
ravel xpenses.
7
Before
began orkingn
he i rm's eadquarters,was
based n a [oca1.. . . . . . .n
myhome own.
I When mployeesredismissed,heyareusual ly nt i t ledo thenot ice er iod etout n he
employmentontract . owever,
n
he
case
f
. . . . .
,
theemptoyees
asked
o
leave
he
companymmediately,
i thout nynot ice.
66
UNIT 6
"
LETTERFAPPOINTMENT
Word earch
Findwords
and
phrases
n the letter
whichhave he same
meaning
s he words
n ital ic.
1 Theemployee
maybe old o remain ontac table utside
he normalworkinghours.
point
2)
2 TheCompanymay, ccordingo
its
own
udgemenf,
ransfer he employeeo another
epartment
8/18/2019 market_leader_business_english_Human Resources.pdf
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without
djust ing
is/her alary.
point
)
3
Youmaymeet he
requirements
or
promotion
f
you
achieve
ourperformance
argets.
point
4)
4
lnadd i t i on toannua leave , theemp loyee
i l l ave the r igh toe igh thourso f
o t idaypayperpub l i c
hotiday.
point
5)
5
The
employee
mayhave o complete monthly ime
sheet.
point
6)
6 Oneweek's
oticemaybe
given
by either ide
n
thiscontrocfo terminatehis
Contract f
Employment.
point
)
7
No
payment
r compensation
il l
be
made n
place
of annual eave
not
aken.
point
8)
8 Renewal f thisemployment ontractdependsn satisfactoryerformance.paragraph fterpoint9)
Vocabulary evelopment
Usehewords nd
hrases
n
he
box
o
completehese entences.
adlust carry
orward claim extend
give
in breach
f secure set out
1 You
annot
.. . . . .
expenses
or ravel l ingo
your
ormal
lace
fwork.
2 Employeesaveheopportunityo .. . . . . . bo nus ased n heir ontr ibut iono company
oerformance.
3
Under xceptionali rcumstances,
mployees
ay e
permitted
he ighto
.. . . . . .
nnualeaveo
the
ollowing
ear.
4
The mployereserveshe
ight
o
.. . . . . .he
probationary
eriod
eyondtsexpiry ate.
5
Att taff re ubjecto standard
iscipl inary
rocedures
henhey re
.. . . . . .
erms nd
ondit ions.
6
Both
ar t ies
re
b l iged
o
. . . . . . .
he
per iod
fnot i ce h ich
s . . . . . . .n
he
Cont rac tfEmployment .
7
l f
you
ecideo work
art
ime, ewi[[ . . . . . . . .
our
alary
ccordingly.
Find utwhetherhe erms nd ondit ionsfemploymentetout n he etter fappointmentn
page
5are ompatible
ithemployment
aw n
your
ountry. ummariseny
points
hat
may eed
to bealteredhen
ompare
our
deas
ith
other
eople
n
your
lass.
Do urtheresearch
n
employmentaw n
your
ountry.
ind utabout neof he
otlowing
oints:
.
How
ew ppointmentsre onfirmed
o
When ndhowa contract
s ormed
etweenhe
employernd
employee
o
What
he
employeras o do f t wisheso changehe erms
ndconditionsf
employment
after hey
have
een greed ith heemployee
Presentsummaryfyour indingso he est f heclass.
67
8/18/2019 market_leader_business_english_Human Resources.pdf
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Thisunit ooksat
a record f an annual
erformance
ppraisal,
hich s
a
scheduledvaluationf an employee'serformancendprogress.
Discusshese
questions.
1 What
points
mightbediscussed
n a
performance
ppraisal?
2 Someemployees
eel hat
performance
ppraisals re
a
wasteof t ime'.
How
can hey
be madeeasier
and
more
productive?
hatare he
benefits f a well-handled
ppraisal?
1 One f
Pitar's
trengths
2 Anachievement
3
Hermain bjectiveuringast
ear's
performance
ppraisat
4
Actionaken o
utfi l ast
ear's
bjective
5
Her
hal lenge
his
ear
6 Actiono be aken
7
Her areerbiect ives
8
Garv'srecommendation
d)
e)
0
tr
Understandinghe
main
oints
The
performance
ppraisal
ecord n heopposite
age
was
written y hemanager hoconductedhe
appraisal;t summarises
hemain
oints
hat
hediscussed
ithhisemployee.eadt and
match
he
points
1-8)
with
hecorresponding
xamples
a-h).
a) Better ervice
ithin tores
b) The
provision
f mentoringnda hree-day
orkshop
c) Scheduling
f sessionsithstaff
n
stores cross
the
region
Promotiono
Regional toreManager
The
abit i ty
o
givegood
eedback
Promot ion
s condi t ionaIn mprovement
n
performing
administrativeasks
g)
Efficient seof time at the
Heyworth tore
h) Organised ndefficient andling f financial igures
andsales
ata
Understanding
etails
Readhe
performance
ppraisal
ecord gain nd
saywhetherhese tatements
re rue
T)
or
false
F).
Correcthe alseones.
1
Pilar as ncreasedhe evenuefstruggting
tores.
2 She as
mproved
taff
morale ndworking
ractices
ithin hestores.
3
Last
ear,
ome upervisorst he
Heyworthtore omplainedhat
heirworkload as ooheavy.
4
Pitar as
o ravel
ongway o
get
o he
Heyworthtore.
5
There asbeen
good
esponse
o
hesessionshe
holdswithstaff.
5
Pilar
ook
a ong ime o updateinancial
igures sshe
wasnot
comfortabte
andting
numerical
ata.
7
Pilar oes otwant o be ransferred
o another
egion r abroad.
8
Due
o
her
progress
ver he
past
ear,
he
willbe
promoted.
68
UNIT 7
"
PERFORfifiANCEPPRAT
PEHH*ffiF"€&ffiX &FFffi&E &t
Summcry of discussion
points
Performance ppraisalof
Pilar
Garcia-Martinez Conducted
by: Gary Lynch
8/18/2019 market_leader_business_english_Human Resources.pdf
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Position:Assistant egional toreManager
Length of service: 5
years
The following
points
have
been agreed:
€i
eexprxbiiiti*s
und *tr*t:gths
Pi lar :
.
has he ability o
motivate
nd direct he
work
of
he r
subordinates.
.
is articulate nd oersuasive.
.
delivers
eedback
learly nd
constructively.
.
is
good
at
finding
olutions
o boost evenue, ut
costsandenhance
he mageof struggling
tores.
.
has
excellent
udgement
nd acts
quickly
o
prevent
ootential
isks.
3] &ehi*vemcr:ts
Pi lar :
. has ncreasedhe salesof under-performing
storesand dentified
ppoftunities
or mproving
revenue, uchas modif ied
roduct
ines, nnovative
marketing nd merchandising,reative
roduct
displays
and
effective
pricing
strategies.
.
has
strengthened taff
morale
and
adaptedworking
practices
o
that he
stores
are
operating
o their
optimum
fficiency.
.
has
ensured n
improvementn he evel
of service,
as well as the overalloresentation f the stores.
.
takes
pride
n her role n establishingn efficient
recruitmentystem.
3)
Fuifiiment
*f
lasi
ye€r'=
rncica
b *ctiv*{s}
During
er
ast
appraisal,
ilar
expressed ifficulty
keeping
rack of supervisory ctivities n the Heyworth
store.
Furthermore,
omesupervisorshere
elt
neglected nd hat adequate ime was not taken o
address
moortantssues n the
store.
Pilarwas aware hat she could not afford o soend
more ime
at the
Heyworth
Store only a
few
hourseach
ouarter due
o the
distance nd
timeconstraints.
he
agreed hat
she
needed o
makemoreefficient se
of
her imitedime
at
the
store.
Since
hen,
she
has
scheduled essions
n
all
stores
within he region,which nclude eviews
of work n
progress, lans
or upcoming ork
an d
Date:16December
general uidance.
he
has
alsoestablished more
comprehensive
ollow-up
ystem o thatshe can
monitor ssueswhichhave
arisen t
meetings.
There has been very
positive
eedback rom many
stores, ncludinghe Heyworth tore,about he new
sysrem.
4) Chalieng*s
,r
gc*€s
t* rxpr*v*
Pilar
undertakes
arious
dministrativeaskswhen
the Regional tore
Managers
absent, uchas
providing
inancialigures
nd salesdata o head
off ice
when equested.
n several ccasions,
t was
noted hat igureswere not handled n
an organised
and eff icientmanner nd hereweresomeerrors.
She admittedhatshe a cked onfidence ith he new
retailmanagement atabase ystem
RMDS)
nd,as
a result,
ound t
ime-consumingo update
evenue
and salesdata.
5)
Actien io
be
tcken
Pilarwil lbe
provided
ithmentoringo refine er
skil ls
when handling
ataand
using eporting
systems.She
must
also attenda
three-dayworkshop
on
he RMDS.
6)
Career *bjeetiv**
Pilarhasexoressed desire o be consideredor he
role
of
Regional
toreManager. he s
prepared
o
transfero
another
egion
r evenabroad.
7) Recam:etendsti*r:+
/
e*rnxae*ts
Pilar
ontinueso be a dedicated, igh -performing
employee
ho has
progressed
onsiderablyhi s
year,whichmeansshe couldbecomea contenderor
promotion
o regional
tore
managerwithin
he
next
year.
Thiswould
depend
n
her
ability
o master he
administrative
asksmentioned
bove,whichwillbe
reviewedn hreemonths.
Due o her exceptional
ffort, ur under-performing
stores
haveexceededheir
sales
goals,
o she will
be awardeda bonuswhich reflects
her achievement.
59
UNIT 7
"
PERFORMANCE
PPRAISAI
ECORD
tr
Wordearch
Find diectives
n
he
performance
ppraisal
eport hich
mean
hesame s he
words nd
phrases
n
tatic.
1 He s an
excellent
ubtic
peaker
ecause
eis very
lear nd
eosy o understand.
section
)
8/18/2019 market_leader_business_english_Human Resources.pdf
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5
6
g
Sentence
ompletion
2 She svery onvincing hen heneedso influence thers.section)
3
With he
new ystem
n
place,
he
production
eam re
operating
o heir est
evel f efficiency.
(section
)
4
His taff eel bandoned
nd
orgotten
ecause
e
ocusesxctusively
nhisown
goals
atherha n
those
f he eam.
section
)
Hedoesn't
ave nough
xperience
o work
utside
isdaity
outine.
section
)
Each
managereeds
o
prepare
isor her eam
members
or heapproaching
erformance
ppraisals.
(section
)
She
s a committed
ember
f staff
whocan
becounted
n o complete
ssignments.
(section
)
The
new
Managing
irector
equestedn
action
lan
or
deating ith he
ailing
ineffective
department.
section
)
Definitions
Match hesewords nd
phrases
rom he
performance
ppraisal
eport
1-8)
with heir
meanings
a-h).
1 a subordinate
a) the
way
products
re hown
n a
store
2 a
product
isplay
b) a
person
ho
s n competit ion
ithothers
3
a
product
ine
c) stock
f one ype
of
product
n different
izes,
tyles, olours,
tc.
4
merchandising
d)
a
timit r
restrictionn
heamount
f ime
available
5
time onstraints
e) to become
roficient
r skitled
t a ask
6
to keep rack
f
f)
a
person
n
a ower
ank
r
position
7 a contender g) theplanningfsales ypresentingproducto he ightmarket t he ight ime
8 to
master
h)
to
monitor
r
keep ware
fsomething
rsomeone
Use
words r
phrases
rom
Exercise
n hecorrect
orm o complete
hese
entences.
1 Due o
.. . . . . .
wedidn' t
manageo
coverhis
tem
n he ast eminar.
2 With
is evel f
expert isend
xperience,
e
s
a
strong... . . . . .
or his
ob.
3
Part ic ipat ing
n
he
raining
rogramme
etped
e o
.. . . .
atamanagement.
4
TheMarketing
anager
eedso
have
reater
onfidence
nher.. . . . . . .
o hat he
eets omfortable
when
elegatingasks
o hem.
5
When was
makingrequent
rips o
oursubsidiaries
tlover he
world,
t wasnoteasyo
... . . . . .my eam's
rogress.
70
Ul{lT17
"
PERFORMANCEPPRAISAIECORD
Describingesponses
Use hewords nd
phrases
n
he box o complete
he sentences.
admittedhat aware hat encouraged expectedo
expressed desir e o
expressed
ifficutty feels noted
hat
prepared
o
proud
of
8/18/2019 market_leader_business_english_Human Resources.pdf
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7
2
3
4
5
6
He s . . . . . . . isabi l i tyo addressmergenciesna calmmanner.
She
... . . . .ake nmore esponsibi l i ty.
I twas
... . . . .
he oesn'take ct ion
i thout i rect ion.
She
... . . . .
hewas asi ly
istracted
y
non-workssues.
He s . . . . . . . is ack forganisat ionometimes
esults
nunnecessaryelays.
He .. . . . . .
iv ing
eedbacko his ubordinatesecausee
... . . . .
hat hey re nresponsivend onot
respect
isauthority.
Wehave
reatly
ppreciated
he
act hatshe s........ ffer omelexibitityhen t comeso working
addit ionaI
ours.
Over
he
nexthreemonths,ewi[[ e
.. . . . . .
ealmore
osit ively
i th r i t ic ismnd espond ore
calmly ndeffectively
n
stressfuI
ituations.
Hehas een
... . . . .
o act ivelyeek
ersonal
evelopmentpportunit ies
uring
he
next
ix
months.
tr Scrambledords
Unscramblehewordsn talic rom he
performance
ppraisal
eport hich
escribemprovement.
1 Weneedo sfobo even ue.
section
)
2
Ourmarketingampaign
iII ennoce
he
mage f hecompany.
section
)
3
The
performance-related
onus i l l rsgtnneeh
taffmorale.
section
)
4
Shewit[undergo mentoring
rogramme
o
rieen
er
oft
skilts.
section
5)
5
Hehas
roseedrgp
n hisabitity
o
ead he eamwithauthority.
section
Z)
Design
questionnaire
hich
ould
ave
een sed
n Pilarl
performance
ppraisal.se format
ha t
would licit he nformationrovidedn herperformanceppraisalecord. hen ouhaveinished,
comparet
with
ones
esigned
yother
eople
n
your
lass.
Which o
you
hinkwould emost
effective?
hy?
With
partner,
ctout
Pilar's
erformance
ppraisalased n he nformationn he ecord n
page
9.
71
This
nit ooks t a
companyntranet
eport
n he
main esults
f a staff
8/18/2019 market_leader_business_english_Human Resources.pdf
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satisfactionurvey.
of concern.
It highlights uccessfu[indings f the survey ndareas
Discusshese
uestions.
1 Why oorganisationsonducttaff atisfactionurveys?
2 Do ou hink ompanieshoutdonducthei r wn urveys?hy? Why ot?
3
What re headvantagesnddisadvantages
f
conductingn
anonymousurvey
in
which
he
dentity
ofthe
espondentss not evealed)?
4 How houtdhe esuttsfasurvev
e
used?
E
Understandingdetails
tr
Understandinghe
main
oints
Read he
reporton he opposite
age,
hen choose he bestoption
o complete ach
statement.
1 Theconductors f the survey ecei ved
more
less
positive
hannegativeeedback.
2 The
survey
highlightsways n which he organisation
as
dealt
with
will
deal with the areas
of concern.
3
Few Mosf staff eceive sefuI ndobjective
eedbackrom heirmanager.
4 Over
Under alfof the
respondents
aid hey
couldnot achieve satisfactory ork-life al ance.
5 Onty35
per
cent eel
hat
seniormanagementommunicate
do
not
communicafepenlywith hem.
Readhe
eport gain
nd
answerthese
uestions.
1 Inwhatarea o
perceptions
iffer ramaticallyetween
he
genders?
2 Howwitt heorganisat ionupport
ndividualshohave
heappropriateki t ts
or
senior
anagement?
3
lf
ust
over
alf f
he
espondentso notworkovertime,hat
willhappen?
4 What re hecomplaintselatingo hehotiday-leaveookingystem?
5
Why oes ne espondentind hesystem
or
paid
eave
nflexible?
6
How
wittthe
eavy orkload
e
handledn he uture?
7
What eason
s
given
or ntroducinglexibte orking?
8 In uture, hatwillseniormanagement
eexpectedo communicate
o stafP
72
UNIT
18
- '
STAFF ATISFACTION
URVEY
I succEssEs
2.2 Work-l i fe
bqlqnce
8/18/2019 market_leader_business_english_Human Resources.pdf
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5urvey findings
Job
sot isfoct ions ot o high evel, nd moststoff eel
posit ive bout
working
or th is
orgonisotion.
757o
ore
proud
to
work here.
71%fee lvo lued
s
o member
f
the i r eom.
8l % believe hot heirmonoqerholds hemoccountoble
for theiroerformonce.
827"
receive
onstructive
eedbock rom
their monoger.
76% soy heycon communicote penlywith their
monoger.
Survey indings
58% connotochieve sol isfoctorv ork- l i fe
olonce
53% feeloverstretchednd connot
perform
heir
ob
effecf ively n less
heywork
overtime.
62% ore dissotisf i ed ith the holidoyJeove ooking
sysrem.
"lt
tokes
severol weeks
to
get approvol for holiday
leove. Furthermore,
borely enough cover is
provided
while l'm on holidov."
"l'm
olwoys willing
to put
in overtime, yet if I need to
moke
on
oppointment
with the doctor, I hove to request
poid
leove,
which
seems other
nflexible."
Our
gools
This s
our
first
oncern, nd we understondhot stoff
need o sfrike
boloncebetweenwork ond home
li fe.
Consequently,
e
will init iote more imely
on d
eff icient olidoyJ eove ookingsystem, hich should
moke t possibleo plon
odequote over.
When
the
worklood ncreoses uring busyperiods,
monogers il l be
encourogedo set
pr ior i t ies
ith
their
off
to
schedule osks"over n occeotobleoerioo
of t ime.And, where
proct icol,
lexib le
working
wil l
be introducedo
occommodote
he need
o dJol with
oerS0nol
ssues.
2.3
Communicqtion
chqnnels
Survey findings
Only35%believedhot eniormonogement
eep hem
informed
f decisionshot
will
directlv ffecthem.
"l'm
kept n the
dor,k boutdecisionshotwill hoveon
l
impoct
n
my
ob
"
.
,.-.
.,.-..
i
.
.
Our
gools
5ru;'.
lnuff
i:ilft: ,t;T:::T:ff'
monogement
will be expected o noiiFy
toffof motters
which will offect hem,preferobly
oce o foce. t will
o lso
provide
stoffwith o
monthly
undownof
progress
ond developments ifhin he
orionisofion.
Thiswil l
be o two-woyprocess: toffwi l l
hove he
chonce o
provide
npuiond contributeheirviews
during he decision-mok ing
rocess
l
the op,
ond,
following mplementotion,
hey moy
be osked o
orovide eedbock.
"l
oppreciote
the freedom to do my
job
without
interference.My monoger trustsme, ond I om held
occountoble
or mv actions."
"My
monoger s level-heoded nd con occept criticism.
My suggestions
bout.how
to,bring
obout
positive
cnongesore
grven otr
constoerolton.
2 AREASOF CONCERN
Although
posit ive
eedbock xceeds he negotive, e
hove dentif ied omekey oreos hot equire t lention.
Here,we
present
hese ssues, long with the woys n
which we
intend o tockle hem.
2.1 Promolionol
opportunilies
Survey
findings
Perceptionsf coreeropportunit iesory noticeobly
between
mole
ond femolemembers f stoff.Lessho n
o quorter of femole stoff,compored
wilh 67% of mole
stoff,
o id heywould seekpromotion o o senior
',:i"n"-",::o:'l'":
"As
o femolemiddle monager with seniormonogeriol
ospirotions,t will be difficult o oltoinmy gools,
becousepromotionolopportunitiesseem o be
o
:-' . : . ' " . ' " t*-
.
.-.
.
.:
-
Our
gools
There s
cleor ly
oom
or
improvementn
th isoreo.
Therefore.emole toffwill be mode owore of
promotionol
pportunit ies nd encouroged o pursue
them.We wil l o lsoensure hot ndividuol s ho
disploy
the r ightski l ls oveoccess o troining o help hemgoin
o foothold n
the
odder
o
seniormonoqement.
73
UNIT18 >' STAFF ATISFACTIONURVEY
Word
search
Findwords nd
phrases
n
he
eport
hich
mean
hesame s
hewordsn talic.
1 The urvey ightightedreas hereheresanopportunityo
makemprovements.
hesencludedhe
needo boosthenumber f
parking
paces nd o
ncrease
hecapacityfthecanteen.
section
.1 )
8/18/2019 market_leader_business_english_Human Resources.pdf
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2 Doing businessdministrationegree ould elp ougain goodbasisor urther rogressn he
financialervicesndustry.
section
.1 )
3
Naturally,
alary nd
benefits
re
mportant hen ookingora
ob.
However,y
priorityis
aving
ood
career
rospects.
section
.2 )
4
During ur
peak
eason, any
taff
complainhat heyare equiredo do oomuchwithin
he ime
available.
section
.2)
5
lf
employeesre
encouraged
o achieve
armony etween ork
and
homeife,
ou
willhave more
productive
nd atisfied orkforce.
section
.2 )
6 When amabsentromwork,mycolleague ill
provide
upport y emporarily
erforming
yduties.
(section
.2)
7 Staff
were ot
oldabouthecompany's
inanciaI
ituation.
n act,
hey
weren'tnformed
ntiI heda y
the
actory
losed.
section
.3)
Sentence ompletion
Use hecorrectormoftheverbsn hebox o completehese entences.
accept accommodatebr ing bout
keep .. nformed f
put
n reveal
display
hotd
..accountable
or
seek set take
part
n
Wedidn't aveo .. . . . . .
hesurvey:t was pt ional.
I t s mpossibleor
a
manager
o
.. . . . . .
he raining
nd evelopmenteeds
fal l eam
members.e
or
she
eeds
o
... . . . .
r ior i t ies
n
ordero stay
withinhedepartment 'srainingudget.
Toavo idanyconfus ion, i t i sv i ta l to . . . . . . . . s ta f f . . . . . . . .anychangeswi th in the i rdepar tment .
I 'm xpectedo ... . . . . vert imeuring urpeak eason.
We
an... . . . . .
osi t ive
hangeshroughouthe
whole
rganisat ion
fwe
co-operate
i th
other
departmentsnd
pool
ourexpertise.
6 l f here ere noughpportunit iesi thinhecompany,hewould
.. . . . . .
romotion.
7
Staffeel armoremotivatedf
he
manager.. . . . . . .hem... . . . .heir
erformance.
8
l f
a
middle anager.. . . . . . .
heappropriateki l ls,
eor
she
may econsideredor
a
promotional
opportunity.
9 He an't. . . . . . . r i t ic ism.e svery efensivef anybodyuestionsheprocessesn hisdepartment.
10
One f he
main
ims f he u rvey
s
o
... . . . .
reashat
equiremprovement,
art icutarly
n elat ion
to
working onditions.
1
2
3
4
5
UNIT18
"
STAFF ATISFACTIONURVEY
Word amilies
Complete
he chart.
verb
noun
approve
I
2
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in i t iat ion
pursue
3
interference
notify
5
6
appreciat ion
aspr
e
7
8
encouragement
request
9
l 0
attainment
Sentence
ompletion
Use ordsrom
xercise
ocompletehese
entences.
1 His . . . . . . .
orhotiday
eave i t l
be urne d own
ecause
e're xpecting
high
olume fworr .
2
| trynot
o
.. . . . . .
henmy taff re n hemiddte fa ask nlesshey tearlyeed uidanceradvice.
3 Myhead
fdepartment
rovided
ewith
otof . . . . . . .
hen oldher
hat was
eeking
romotion.
4
Despite
l l he
obstacles,e swi l l ing
o
... . . . .
posi t ion
nsenior anagement.
emust
e
verymotivated
5
As
a chi ld,was ery
uriousbout
ther ul tures.
o have lways
ad
he
... . . . .
o work
na
ob
whichnvolves
oreign
ravet.
5 We
re nneed
f
greater
ndmore
requent
taf fnput,
o
we
wil [
. . . . . . .
nannuaI
taff at isfact ion
surveynAprit.
7
lf
seniormanagement
ntends
o make
ignificanthanges
o departmentaI
rocedures,
t must
rovide
.. . . . . . .
o al lstaff ho
wi l lbeaffected.
8 Mymanager
hows er.. . . . . . .
y hankings
persona[[y
orour
efforts.
9
Hewit l
never
.. . . . . .
is
goal
f
enteringopmanagement
f hedoes
ot
put
n
heextra ours.
1 0
D o n o t b o o k y o u r h o l i d a y u n l e s s y o u h a v e a s k e d y o u r h e a d o f d e p a r t m e n t t o . . . . . . . . y o u r h o
Organisations
se variety f methods
nd ncentives
o encourage
heir
taff o
ake
part
n
staff
satisfactionurveys.
an
ou
hink f anyexamptes?
lmagine
hat
you
work n
hehumanesources
epartment
f a arge
ompany
hich as
experienced
extensive
rganisationaI
hanges
verthe
ast ear.
ou ave
een sked
o administer
staff
satisfaction
urveyo monitor
he
employees'eaction
o hese hanges.
rite
etter
o allemployees
announcinghesurvey nd nvitinghem o akepart.
75
Use
wordsand
phrases
romUnits
1-9
to
complete
hesesentences.
1 When com
any
ooksor
new m
loyees
nd
cond cts
nterviews,
his sknown s he
.
process.
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2 One enefi t
fdoing nl ine
ests
s
hat
ou
an
eceivepeedy
... . . . . . feedback.
3
Once
ob
appticants
ave
ompletedheir ppl icat ion
orm,
hey
nterhe
... . . . . .
rocess.
4
When friend r associate
uts ou
n ouchwith
hecompany
hey
work orwith heaimof
possibty
recrui t ing
ou,
his
sknown sa
p... . . . . .
ntroduction.
5
J.. . . .
r . . . . . . . .
[ [ows
oung
ecrui tso
move epartments
egularlyo
get
a wide
ange fexperience.
6 Ah... . . . . . -p.. . . . . . .employee
sonewho
s
expected
o
rise o a
high eveIn
his
or
her ompany.
7
E. . . .. . . . . . . . . .ake
are f he
oc ie tynd
nv i ronment
hey
nhab i t .
8
The
erson
onducting
raining
rogramme
r
seminar
s
calted
.. . . . . . .
g
4.. . . . . . . t raining
s ecognised
y
an
off ic iatrganisat ion.
10
t
. . . . . . . . . . . . . . .t lows
mployees
o developkit ts
nd nowledge
t heir wn peed
nd hrough
variety
ofmedia.
11
Tra in ingdepar tmentsusuat tyc . . . . . . . .asurvey to f indouthowacoursewasperce ivedby thepar t i
72
To
m... . . . . .
he mpact
fski l lsraining,
ou
hould
onitorhe
part ic ipants'
erformance
f terhe
course.
1 3A c . . . . . . . . i s a p e r s o n w h o h a s s i m i l a r r e s p o n s i b i l i t i e s a n d p e r f o r m s t h e s a m e f u n c t i o n a s a n o t
14 When n ndus t ryacksey k i l l s ,h is sca l led . . . . . . . . t . . . . . . . . .
15
Apprentice
i . . . . . . . . '
eferso
he
numberf
new pprentices
hat company
shir ing.
16 n argeompanies ,
he . . . . . .
. c . . . . . . . .dec ides
n he a lar ies
nd
onusesf
ts
en ior
anagement .
17
Largeompanies
aveo e.. . . . . . .what
hey
ave
aid
heir
i rectors
n
he
ompany'snnual
eport.
18
A
workplace
... . . . . .
rovides
ay
are
orbabies
nd
oung
hi ldren.
19 lnsome ompanies,
ase
ay
ccounts
orunder 0
per
ent
fa midd[e
anager 's.. . . . . . .
P
.
20 You an heck
our
arnings
nd ax
deductionsn
your
ncomeax
5... . . . . .
Choose
he best
word or
phrase
o
complete
each
ofthese sentences.
1 Peopleishingo
oin
a companyan
se he
nterneto
make nonl ine
a) recruitment
)candidate
c)application
d) nterview
2 Companies
an se he
nterneto bui ld n
employer.. . . . . . .
o hat
potential
mployees
now
ho
hey
re
and
what
hey
o.
a)brand
b) network c)office
d) advertisement
3 A person ho ooksorpotentiaIew ompanyecrui tsscal led .. . . . . . cout.
a) recruitment
)workforce
c)company
d) atent
4
Youngecrui tsan
elp essortunate
ociet iesy
doing npaid ork,
nown s
.. . . . . .
a)
undraisingb)
votunteering )
reelancing
) reetoading
5
Course
art ic ipants
re
rovided
ith ccommodation
t he ra in ing
enue henhey ake
art
n
.. . . . . .
a)open ourses
b) n-house
rogrammes
)on-the-jobraining
d)
residential
ourses
76
UNITS
-9
"
CHECKEST
6
Learningyobserving
el low mployees
erforming
asks
s known
s
.. . . . . .
a) an n-house
rogramme
b) on-the- job
raining c) coaching
d) mentor ing
7
.. . . . . . . s
a
learning
rocess
hich nvolveseceivingdvice
nd
guidance
rom
a
more
xper ienced
erson
in he
company.
a) Coaching b)
Mentoring c) On-the-jobraining
d) Executiveducation
meet eeds f he
part ic ipants.
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8 . . . . . . . . s designedo hespeci f ic
a) Accreditedraining
b) An opencourse
c) A customised
rogramme
d) An n-house
rogramme
9
Training hich ocuses n he
deveo
pment
f areas uch
snegot iat ionr
presentat ion
ki l ls
nd
teambui ld ing
s
often
eferredo as
. . . . . . .
ra ining.
a) hard-skilts
b) soft-skitts c) succession
anagement d)
n-company
10 . . . . . . . .
s
he
nternal evelopmentnd
eplacement
f
key
people.
a)
Succession
anagementb) Hard ki t ls c)
In-companyraining d)
Execut ive
oaching
11 . . . . . . . . hows hatsomeone
as earnt he necessary
ki [ [sor a speci f ic
ob.
a)
An apprent iceshipcheme
b)A
generat
ducat ion c)
Avocat ionat
ual i f icat ion
d) Avocat ion
72 . . . . . . . .
a ins
ki l ls ndexper ience
hrough
ract ical
raining
n a company
nstead
f
going
o universi ty.
a)
An apprentice b) A stakeholder
c) An education
rovider
d)
A craftsman
1 3 A . . . . . . . .
s a n o r g a n i s e d g r o u p o fo m p a n i e s w h i c h i s s e t u p t o p r o m o t e t h e i r c o m m o n i n t e r e s t s a n d d e v e l o p
business
pportuni t ies.
a)
vocationaI
raining
ystem b)
vocationaI
chooI
c) radeassociation
d) stakeholder
14 Some
eople
eel hat n targe ompanies
ver he ast
ew
years,
he
directors 'payasnot been tructured
to encouragehem o put he . . . . .object ivesf hecompanyirst .
a)
marketing b)
human esources
c) strategic
d)
production
1 5
P e o p l e b u y . . . . . . . . s o t h a t i f t h e y d i e , t h e i r f a m i t y w i l l r e c e i v e c o m p e n s a t i o n .
a) an
nsurance cheme b)
private
medical
nsurance c) ifeassurance d) a
package
ea l
16 l f emp loyeeshave
theyw i t t aveaccess toah ighs tandardo f
ea l thca re in theeven to fanacc iden t
or t lness.
a) ax
ncentives b)
private
medical
nsurance c) ifeassurance d) a
package
ea l
7 7 A . . . . . . . . i s a r a n g e o f g o o d s t h a t m u s t b eb o u g h t a s a w h o l e i n o r d e r t o r e c e i v e a d i s c o u nt .
a) ax
ncentive
b)
package
eat c) ax-free
erk
d)
paypackage
18 . . . . . . . .g iveheemployee
he r ight o buyor sel [ ompany
hares t a stated
r ice
within t ime imit .
a) Stockbonuses
b) Stock ptions c) Long-term
ncentives d ) Benefits
n kind
79 . . . . . . . .
s
designed
o encourageigh
performance
n
he
uture.
a) An
ncentive
b)
Base
pay
c)
Base
alary d)
A
tax-exempt
enefit
20 A remunerationystemwhere
pay
ncreases re inked
with
goodperformance
s called
a) benefitsn kind b) basepay c) performance-retateday d) a non-cash erk
77
Usewordsand
phrases
rom Units
10-18 o comptete
hesesentences.
1 Thenew i rec to r
as
Dromoted
o
h . . . . . . . . . . . . . . . .
he inance
iv i s ion .
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2 D.. . . . . . .of heworkforceanbr ing wider ange f ski t ts ndworking ty leso strengthencompany's
ooerat ions.
3
A
m.. . . . . . .workforce
enef i ts
rom
heabit i ty
o speak
more
anguages
ndunderstand
ore
ul tures.
4
T.. . . . . . .
l lows
eople
o
work romhomeusing elephones
ndcomputers.
5
A
person
ho hascompteted
isor herstudies nd
eceived universi ty
ual i f icat ion
s cal led
9.. . . . . . . .
6
The emate
managersn ourcompany t tend . . . . . . . .
eminarso
learnmore bout enior
management.
7
Whena company
efuseso takeon any
newem
ployees
n
any
part
of the organsation, t
imposes
btan
et
h . . . . . , . .. . . . . .
8
An
u... . . . .m... . . . . .
mployee
ets
romoted
ery egularly.
9
Today,
Rdepartmentson' t
ust
pend
oney,hey ctual lydd
... . . . . .
o anorganisat ion.
1 0T h e w a y t h i n g s a r e d o n e i n t h e h u m a n r e s o u r c e s d e p a r t m e n t i s k n o w n a s H R p . . . . . . . . .
11 E-f. . . . . . . .akes
lace
hen ompaniesse oftware
o decide
hich mployeeshey eedo makeedundant.
12 Thisype fsoftwareinks p
a numberfcompany
atabasesnd ppl icat ionso
produce
combined
... . . . . .
B
H. . . . . . . . -c . . . . . . . .
e rsonne l
ave
reat
ompetencer
ab i t i t y .
74 A m... . . . . .eamscomposedf woormore
eople
rom i f ferent
epartments.
15 Beforeccept ing
ob
of fer ,
ou
hou ld
ead
he . . . . . . .
. . . . . . . .
. . . . . . . .
femployment ,h ich e ts u t a la ry ,
workingours nd nnual
eave.
1 6
W h e n h e g o e s o n b u s i n e s s t r i p s , h e k e e p s h i s r e s t a u r a n t r e c e i p t s s o t h a t h e c a n c t a i m t . . . . . . . .
1 7W h e n y o u a r e o f f e r e d a
o b , y o u n e e d t o a s k y o u r f o r m e r e m p t o y e r f o r a r . . . . . . . . .
18 A
person
n a ower
ank
r
position
n relationo someone
lse sa
t.
19 When ne
ersonerforms
he
duties fanabsentot league,
eorshe
rovides
.. . . . . . .
20 l f
you
are ick,
ou
hould
rovide
.. . . . . . .
t eastwohours
efore ork.
Choose he
best word or
phrase
o
completeeach ofthese
sentences.
1 The ead fdeoar tment
s esoons ib le. . . . . . . e r eam.
a)
or b) of c)
rom d) o
2 A
period
f ime nwhich
woman h o shaving baby
s
paid
ot o work scatted
aterni ty
a)
hotiday b)
pause
c) eave d) benefit
3 State-of-the-art. . . . . . . .quipmentsusednmanyarge ompaniesoenablemployeeso holdmeetings
from number f differentocations.
a) elecommuting
) eleconferencing
) elevisiond) eletransporting
4
The ate twhich mployees
oin
or ea ve norgan
sationsknown s heemployee
rate.
a)departure
b) satisfaction )
ecruitment ) urnover
5
Inorderto
ise
pan
organisat ion,nemployee
eeds
o
developbroad etofbusiness.. . . . . . . .
a)apptications
)cards c)
deas d)
competencies
78
UNITS0-18 " CHECXEST
6 Companies
ngagen .. . . . . .
lanning
hen
hey
ecide hich usinessct iv i t ies
hey re
oing
ocarry ut
over he
ollowing
ears.
a) sales b) strategic c) successiond) safe
7
The otal umberfemployeescompanymployss ts
.. . . . . .
a)
payroll
b)
poputation
c)
headcountd) ultemptoyment
8 A companyhichsbuying notherompany
oes
hroughhe
process
fdue
... . . . .
hent checks
his
company'sctivitiesnd inancesery arefullyeforeormally greeingo buy t.
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a)
date b)delivery c)diligenced) detiberation
9
lf
a
ob
advertisementays
........
$ZO,OO0',
t
means
hat hestated alary
s
approximate.
a)exactly b)
per
annum c) nterim d) circa
10 f a
ob
advert isementays
$70,000
... . . . . . ' ,t s eferr ing
o heannualalary.
a)circa
b)
per
month c)
per
annum d)
nterim
11
She's
very.. . . . . .manager.n
other ords,he's
ract icaI
nd nvolved.
a)autonomous ) hands-onc)exceptional ) outstanding
72 lf
anemployee
s
caught mokingn heoffice,hismay esultn ....... rom
work
or
at eastwoweeks.
a)
nstant
ismissaIb)
probationaryeriod
c) misconduct )
suspension
13 New mpl oyeesften ndergo
... . . . .
ur ing hich
he
company
ssesseshetherhey re ight or
he
ob.
a) ime onstraintb)
probationaryeriod
c)
rial
period
d) rack ecord
14 Steatingff ice quipmentsa orm f . . . . . . .
a)entittementb) misconduct )suspension )
subsistence
15 When departments ailingo achieveatisfactoryesults,t canbedescribeds .......
a)dedicatedb)
negtected
)upcomingd)
under-performing
16 When
omeonesconvincingnd an nf luencethers,e
orshe
s .. . . . . .
a)articulateb)
persuasive
)
upcomingd)dedicated
77 A... . . . . .sa scheduledvaluation
fanemployee's
erformance
nd
progress.
a) reference b)
staffsatisfactionurvey c)
performance
ppraisal
d)
progress
eview
18 When
omeoneas oomucho do n
oo
it t le
ime, eorshe
s .. . . . . .
a)overstretched ) evel-headed)kept n hedark d)a contender
19 Staff re xpectedo
... . . . .
vert imehenheresa high olume fwork.
a)
put
off
b)
put
n
c)
put
out d)
put
up
20 l f
you
wouldike
o ake
hol iday,
ou
needo ask
our
managero
.. . . . . .
our
ol idayeave.
a)aspire b)
approve c)
equest d)
appreciate
79
Reading
E
f
fne Internet/Web
paragraph
)
2 Social etworkingites,
-recruitmentgencies
paragraph
)
3
Before
he
application
rocess
paragraph
)
4
lt savesimeand
money.
paragraphs-C)
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5
Successful
andidatestaywith he
process
nd ontinueheir ppl icat ion.
paragraph
)
6 Younger
eople
xpect ompanieso
have
n
active ntine
resence.
paragraph
)
7
They
re
ryingto uild
n
employer
rand ndattract
op alent.
paragraph
)
8
No
paragraph
)
E
1 Facebook
paragraph
)
2 Monster
paragraph
)
3
The ompanyanweed
ut nappropriateandidates;
heemployeean ee
f
hey
ave
he
ight asic
skills, aveimeand
money.
paragraph
)
4 Second
ife
paragraph
)
5
Their vatarsan
nteract ith hecompany's
vatars.
paragraph
)
6 Chat
ooms, toggingites
paragraph
)
7
They iscuss
ssues hichnteresthe
younger
eneration.
paragraph
)
9 t t , l , +
2 3 , 4 , 5
Vocabulary
E
r strategy
b)
2
process
c)
3
group
a)
E
f f rec ru i tment
recru i t
3 recru i te r
toapp ly 5app l i ca t ion
2 1 attraction2 extension3withdrawalrom 4 follow-up 5 receipt
E
r r n z r 3 h 4 e 5 a 6 c 7 d
8 g
2 C a n d i d a t e :
, 4 , 6 , 7 , 8
C o m p a n y : 7 , 3 , 5 , 7
E
1
recruitmenttrategy
2 recruiters
3
complete
4
measure
5
nappropriateandidates attract
7
appl icants
t r
r n 2 a 3 b 4 b 5 b
Reading
E
1 1 Their wnemployees
paragraph
)
2 Rewardsparagraph)
3
Social
etworking
paragraph
)
4
MySpacend
Friends eunited
paragraph
)
5
lt can ut ecruitment
udgets nd
educe
he
earningurve f he
new mployee.
paragraphs
-E )
5 India
paragraph
)
7
lt
can
estricthe lowof
new deasntoanorganisation
nd
attract
nappropriateecommendations.
(paragraphs
-G )
8 Anonline
magazine
paragraph
)
E
f
f
(Also
n
he
ncreosere
progrommes
hich ncourage
ormer
mployees
o
eed
back
ecruitment
leods ndconsider
ejoininghecompany
n
the
uture.
lines
3-17))
2 T (...while n lndiaabouthalfcome hrough eferrals, nd hesavings recloser o 75percent.
(tines
3-35))
3
F
(4s
he
popularity
f
referral
rogrommes
hichoffera reward
os isen, o has hesizeof the
eward.
(tines
1-53))
4
F
...
where onuses an
ange
rom
2,000
or
theappointment
f a secretaryo
10,000
or
o
portner.
(tines
5-52))
5
F
...
eferredandidateshould e
assessedn hesome
osis ndby hesame
methods
sexternal
ap
li
cants.
tines
0-72))
6
T
(Another
afetymeasure
s
to
hide he
source,
where
ossible,
hrough
which eferrols aveentered
theselection
ipeline.
tines
3-26))
7 T(Toimit their inancial xposure,omeemployersoybonuses nlyaftera refened andidote as
completed
probationaryeriod.
tines
1-84))
80
ANSWER EY
Vocabutary
E
f f talent-spot
2 make
ob
applications feed
ack;eads
4
recommend
talent cout
5
network
7
spot; pproach
2 1 ncentive
2 reward
3
bonus
3
1
personal
ntroduction
appointment
select ion
ipet ine
4
probationeriod
EI
lrefer 2referral
3referred
4referra l
N
1 ncentive
2 referral
rogrammes
talent cout(s)
4
probationeriod
5 bonus/rewar d/incentivenetwork 7 talent pot
r a 2 a
3 a
4 a 5 a
5 b
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E
EErel:
Reading
E
1 1 b , c
2 b , c , e , f , g , h
3 b , c
4 a , c , e , f
E
f to reduce
hestress f heirworking
ife
paragraph
)
2 lt helps
o attract nd etain
hebest alent.
paragraph
)
3
State-of-the-art
Tandmobile evices
paragraph
)
4
More oncern
paragraph
)
5 Gainnternationalxperienceparagraph)
5 They i l l eave
hecompany
o
get
t
by hemselves.
paragraph
)
7
They
ring ighty aluable
ew kills.
paragraph
)
Vocabulary
E
f
joU
otations
2 acceleratedeadership
rogrammes gtobat
xperience high-potential
5
career evelooment
E
r r b 2 d
3 a 4 c 5 f 5 e
2 Employer:
,
4
E m p l o y e e :
, 3 , 5 , 6
l t ethicat mployer2 policies 3 practices4 sustainabitity social 5 fundraising
7
volunteering non-profit
9
nternationalellowship
rogrammes
E
f higtr-potential;
areer
evetopment
ob
otations;
lobal
xperience working
ives
4
mobite
evices;lexible
5 ethical ;ocia] 6 volunteering
E
r a 2 b
3 b
4 a
,
Reading
Ef
1 F
(...
a
growing
number
f Australia-based
ompanies reengogingwell-established
usiness ducation
providers
o deliver
rogrammes
or
their
managers
ased n Asia
or
even
urther
oway.
lines
20-25))
2r
3
F
(...
more
employers reopting
or
those ed by
acilitators
with
significant eal-world
usiness
exp ience.
tines
5-48))
4 T
5 T
6 F
BHP
illiton
ecentlyaunched
three-yeareadershipevelopment
rogromme
or
900
new
g
ad ates.
tines
0-72))
7 I
EI
1
to deepen
senior
anagers']nowledge
fwho heyare
andwhereheir mptoyer
s
going
2 AxaAsia
Pacific oldings
3 MelbourneusinesschootMBS)
4
universities
n Santiago,hile,
nd n Cape own
5
tomakesure that thepar t i c ipantsarepreparedfor leadersh ipcha l lenges in theear typhas
careernd doot
he
cutture
f BHP
6 BHP i t l i ton
7
Australian
raduatechool
f Management
AGSM),
heUniversity
f Sydney chool
f Psychology
8 seven ommercial
artners
9
to
prepare
uture
eadersor heir olesmore
uickty
ndcomprehensively
10
Qantas
81
ANSTAIEREY
Vocabulary
E
l fac i t i ta tor
t ra in ing
3[eader4 leadersh ip par t i c ipant
8
partnership
col laborator 0co[[aborat ion
E
1 undergone deepen
heir
nowledge
engaging oversees
6
part ic ipat ion partner
5
optingor
6 conducting
g
E
T aunched 8 appty
1
residential ourse 2
taitored
rogrammes;
ustomised
rogrammes
3 executive oaching
4 on-the- jobraining
1 c 2 f 3 a 4 e 5 d 6 b
1 resident ia l
ourse 2 accredi tedraining
3
f lexible
earning
4
mentor ing
5 open ourses
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6 on-the- job
raining
Reading
E
f tt revealsach
articipant's
eaction
o
he
raining
ethodology,
he
nstructors
nd
heoverattearning
environment.
2 l t
etts s i t t le
bout
ow
he rainingas
mproved
usiness
erformance.
3
Because
hey an emeasured.or xample,
alesraining ay ead
o
higher
ales.
4 Byobservingowquicklymanagershohave articipatedn a programmerepromotedomparedith
those
whohave ot.
5
lt
can cceleratehe
orocess.
6 l t
shoutd e
ntegrated
t hedesign
tage.
7 Other
actorsnclude
emandor
a
product
nd n
nspir ing
oss.
E r a 2 a
3 e 4 c 5 b
Vocabulary
E
1 b 2 c
3 b 4 c
El levatuation2assessment measurementest imate
E 2 s
3 d 4 a
5 b
6 c
7 f
El
1 measure
he
mpact
2 rack;
rogress
3
provide
n nsight
4
conduct
survey
5
get
eedback
f,l
1 enhance
2
a) esultn b) ead
o c)bring bout
3
pay
off
4 accelerate
E
1 accelerate resultn
tead o
/
bring bout
3
pays
ff
4
enhance
Reading
[ T
1 1 B / G 2 8
3 G 4 8 5 G
El
1
Tradi t ional
raf tsmanshipn wood
and eather ork,aswe[[ sengineer ing.
2
Their
xper iencef vocat ional
raining
n
he UK
3
Bri ta in
hould
ntroduce
German-styleocat ionaI
raining ystem.
4
Theyareeffectiven
training
eople
o become airdress ers
nd
plumbers,
ut
are
ess
uccessfuIn
producing
ngineersndother
echnicaI
rofessionals.
5
Because
t s ef fect iven
producing
any ki t led
ngineersnd echniciansor ndustry
ndbusiness.
6
They
ppreciatehevalue
fvocat ionalraining.
7 They dvert isehenumber f apprent iceshiplacesheyoffer sevidence f heir ommitmento the
community.
8
lt
provides
ncentivesor companies
o takeon more
rainees.
Vocabulary
El
f
skitts hortages2 boosted
3 craftsmanship brand
5
youngsters
trade ssociations
7
counterparts
stakeholder s drive hebusinessorward
f l
lapprenticeship
apprenticeship
apprentice education
5educational education
7
vocation
8 vocationa[
9
vocationa[10vocational
B
t
professionalvocation
educationa[
evel
3
apprenticeship
laces
4
vocationaI
ualification
5 apprenticeshipcheme6 apprenticentake 7 vocationaIchool
82
ANSWERKEY
E l
z c
3 h 4 a 5 g
6 e
7 f
s b
E
1
suitedo
2 commitmento
3
demandor
4
takes; n
, :
Reading
E l
1 1 a 2 a
3 b
4 b
5 b
6 a
7 b
8 b
E
I f
(As
a result,
heGreenbury
eportntroduced etailed eporting
n directors'paf
lines
-9))
2 T
(For
very
ound
f base olary director oy
et
L0-f20of voriableemuneration
tines
5-17))
3 F This ouldbe n the ormof annual ash onuses, hare ptionsor ong-termncentivelans ..
(tines
7-20))
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4
T
(...
earnings
er
share
...]
canbe
manipulated
y
inancing
trategies
lines22-27))
5
I
(And
he ink o thecompany'strotegys not strongenough.
lines
56-58))
6
f
(...
ather
hanusingothercompanies'isclosureso keepa Iimiton heirowndirectors'
ay
ncreases,
some
emunerationommittees
ctually se hemosa'price isf'.
lines
7-72))
7
F
They
on't
believehot
emuneration
ommitteeseally ake hat very eriously
tines
1-93))
Vocabulary
El f f committee2executive3report
2 7 b 2 c
3 a
El
1
ncentive2 earnings
er
hare 3
dividend
ayout
4
strategic
bjectives
5 key
performance
ndicators5
generaI
ay
distribution
E
f
to
remunerate
to
disclose
3
manipulat ion nf luence
El
t dividend
ayout;
arnings
er
hare
2
remunerat ionommittee;emunerat ion
eport
3 strategicbjectives
4
generaIay
istribution
E
r c 2 d
3 a 4 f
5 e
5 b
Reading
E
ru
2 1
simpler
2 narrower
3
lower
4
greater
5 ess 6
company
ar s
El
f Lite
he
quiz-show
rizes,
hebenefitsffered
reunpredictable.
mptoyees
onotknowwhat indof deat
they
witt
get.
2 20o/o
3
They
an
buy'andsett 'benefi ts.
4
lt can
bea means f attracting,ecruitingnd etaininghebest taff.
5
They avemadelexible
enefit
chemes
asier
nd heapero establish.
5 Ftexibteenefit
chemesften ix heamount
iven.
hismeans
hat heemployeeas
o
pay
heextra
f
thecosts f
his
or hercar
go
up, orexample.
7
They annegotiate
ackage
eals, uch scheapnsurance.
Vocabulary
E
t t c z a
3 c 4 b 5 a 6 b
7 a
E
r n 2 e
3 a
4 g 5 c
6 d
7 f
l
1
ax ncentives2 Private
edicalnsurance
3
package
eals
4
Benefitsn
kind
5
workplace
ursery
5 ifeassurance childcareouchers
E l
t w i d e r 2 m u c h
3 a s 4 t h e b e s t
5 t h a n
6 m o r e t h a n
t h e m o s t
Reading
E
ra
2 7 They
sedo
give
management
nd
general
taff
enerous
umbersf new
hares.
2 lt
was een sa way
of attracting
ood
workersor ree.
3
The
echnologyector
83
AI{SYYEREY
4
Becauseheir
shares erediluted sa
result f his
practice.
5
Companies
owhave o
report
tockbonuses
sa
financial xpense
n
heir
company ccounts.
Thiswill resultn heir
profits
eing
educed.
6
Up o
50%
f otal
ompensation
7
The ash
lement ill
ncrease.
8 Stock
ptions
9
40%
f compensation
10 Becausehey anbe axed.
E r a z c 3 b
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Vocabulary
E r g
2 c
3 h 4 b
5 d
6 f
7 e
8 a
E
t
shares
2 compensation
ackages;aypackages
3
high-tech
4
base
ay;
base
wages
5
merit-based
ay
6
non-cash
erks;
on-financial
ewards
7
tax-free
erk
E
1 shares; ompensation
ackage paypackage
2 high-tech
3 base ay
4 tax-free
erks;
on-cash
erks
non-financial
ewards
5
merit-based
ay
E
1
accounted
or
2
the
weight f
3
segment
f
4
portion
5
remaining;ade pof;
n relationo
Reading
Er rb
2a
3a 4b 5a
5b 7a
E
1110 2lndia
340o/o
TorontoandVancouverBeforetheymovetoCanada
Acallcentre
76
Vocabulary
E
1 emblematic2
hason ts
payroll
3
diversity
4
globalness
5
ethnically iverse 6
mmigrant
7
migrants8
globaltalent
agnets
9
gtobaleconomy
0multilingual
E
r o f 2 u p
3 f o r 4 o n
5 o n
6 u p
7 u p
E
f
globateconomy
for; mmigrants
3
globaltalent
agnets 4 ethnically
iverse; ultilingual
5diversity
t r
r l 2 b 3 a 4 a 5 a
6 b
I[@
Reading
E
1 F
(For
ecades,
rofessional
eruices
irms
havebeenconcerned bout
he absence f women
n
Ieadershipoles.
lines
1-3))
2 F
(But
over he
past
decade,
onsulting
irms
have aken
irm
steps owards
ixing
that
problem.
lines
44))
3
F
(The
roportion
of
womenn thesenior
grades
s
growing.
The
hange
s sloq but t
is
n the
ight
direction.
tines
2-35))
4
T
Qosing
alued
nd
skilledmanagers
ot only
resultsn a wasteof
training imeand
esources,
ut
t
harms he ecruitmentrocessn the nextgeneratlon.lines40-44))
5
T
(The
raditional
roups
of the
population
hat companies
sed o look o
for
new ecruits
reshrinking
...(tines 6-48))
6 F
(Consulting
firms
say
herehasbeenno
resistance
rom
clients...
ines
79-80))
E r u 2 a 3 a 4 b 5 a 6 b 7 a 8 b
Vocabulary
E
1 eadership
oles 2
maternityeave 3 workforce iversity 4
graduate
ntake
5
shrinking 6
boost
7
state-of-the-art
teleconferencing telecommuting
$tr
E
tr
tr
ANSWEREY
1 1 d
2 a 3 b 4 c
2 7 c
2 a 3 d
4 b
1 a) wastesime
and
esources
b) harmshe
ecruitment
rocess
n he
next
eneration
2 a)
working
n
eams
b) managing
iversity
1
waste
f ime
nd
esources
state-of-the-art
elecommuting
leadership
eminars
5 networkingroups 6 mentoringaf6s 7 inancialupport 8 boosting
he alaries9
shrinking
10 eadership
oles
11workforce
iversity
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Reading
E
1 Foreign
paragraph
)
2 There
adbeen
ocalabour
hortages.
paragraph
)
3
Vietnameseorkers
tarted
o change
ompanies
uch
more
requently.
paragraph
)
4
They ad isen
ramaticalty,
reating
salary
bubbte'.
paragraph
)
5
lt
went own.
paragraph
)
6 Employeeenefitsecameaxable.paragraph)
7
lt speeded
t up.
paragraPh
)
E
r rheyoffered
enerous
alaries.
paragraph
)
2 t6.7"/o
paragraph
)
3
Almost
o%
paragraph
)
4
$rrbn
paragraph
)
5
By
almost
8%
paragraph
)
6 Much
more
han hat
amount
paragraph
)
7
Around
S%
(paragraph
)
8
Paid-for
ousetrotA
tit i ty
itts, ompany
ar,
rivate
ducation,
l ights
ome
paragraph
)
Vocabutary
El
1 emptoyment
onanza
2
upwardly
obile 3
ateratty
obile 4
employeeurnover
at e
5 salary
ubbte
5 blanket
iring
an 7
tay off
8 ocalisation
expatriation
E r c
2 b
3 e
4 a 5 d
6 f
l
t D u e t o
2 A s a r e s u l t c a u s e d b y
C o n s e q u e n t l y
i n o r d e r t o
6 a s a r e s u l t o f
El
1 emptoyment
onanza
2
upwardly
obile 3
Consequently;
xpatriation
4
Asa
result f;salary
ubbte
5 blanket
iring an
6 ay
off
E r a
2 b
3 a
4 b 5 b
Reading
E
f f
Qt
s a term hat
reflectshe
company's
normous
eographical
nd
product
ange,
ut which
erhaps
olso uggests
he challenges
f
developing
single
corporate
trategy
or
a string
of individual
o
perati
g
busi
esses.
tines
-8))
2 F
(..,
until
a
few
years
go,each
Jnilever
roup
ended
o
follow
ts own
ndividual
HR
practices
nd
p
io ities.
tines
0-1
))
3
F
...
ew
years
go, he
company
ormally
eveloped
shared
orporote
R
ramework,
hose
rimary
goals
were implicity
ndbenefits
f
scale.
tines
7-21))
+ 7 (fnenewstrotegy
ocused
n
our
keyareos:.' (tines 1-22))
5
T
(Mr
Crouch elieves
hat
this
eflects he
changing
oleof
HR n the company.
e
explains,'lt's
way
of
recognising
he
mportancef
people
o the
success
f the
business.'
tines
8-32))
6 T
(The
uestion
s
how o
put
words
nto action.
How
do we
ind
ways
o adequotely
easure
nd
report
HR\strategic
ole n odding
volue?
lines
35-39))
7
T
(This
ask
was ackted
n
an
Accounting
for
People'
eport...
tines
9-40))
B
F
...
which
was ponsored
y
he IK
Department
f
Trade nd
ndustry.
ines
40-42))
9
T
(Some
ompanies
seof a
number
f key
employee tatistics
nternally
n their
egular trategic
planning
meetings
o estoblish
HR
policy
and
development.
lines
43-47))
10i
(...
he\e
s stilt
greot
degree
f
caution n
he
port
of companies
bout
oingpublic
oo
quickly
withdata hat
could e
misinterprefed.
lines 7-80))
85
ANSWERKEY
77I
(Financiol
totisticsave een uiltup over
many
ears
ndaresupported y arge umbers f
occountoncy
ractitioners.
chieving
his
n HRwill
ake
ome ime.
...]The
oint
s thatwearemoving
towards
managing
ur
people
sa resource
or
business ith hesame egree f
rigour
nddiscipline
thatweuse n anyother
art
of thebusiness.
tines
3-95))
E
t b , a , c
2 1 a , c 2 a , b , d , e
Vocabulary
[l l multilocal2 multinational corporatetrategy 4 HR
ractices
5 corporate R ramework
6 benefitsf scale
7
strategic
lanning
8 objectiveriteria
9
business
ompetencies
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1
j
l
i
;
I
i
10
succession
lanning
G I
r g 2 h
3 f 4 c S b l a
6 d
T a l b
8 e
E
1 strategic
2 recognise;
eople
3 adding
alue
4
key mployee
tatistics
5
succession
lanning;
usinessompetencies
E
r n 2 a
3 b 4 a
Reading
E f f (... hebenefits f e-firing reknown o ewer usinesses.tines -4))
2 F
...
oftware ouldhardly o a worse
ob
than ome
managers.
tines
-9))
3
T
(By
usingsoftware,he
process
anbe speeded p
...]
educe xpected
ostsavings f
$SOOn
year
by
more hon
tsom.
tines
6-22))
4
T
(...
o hot hebest taffdo
not eavewhile
uncertainty
angs ver hebusiness.
tines
Z-19))
5
|
(By
inking
o
otherbusiness pplications,
...]this
ypeof softwore on
put
all he mportant ata n one
place
or
seniormanogerso analyse.
tines
4-39))
6
T
(But
his ypeof software nables erger
andidates
o
set
up
...]what
kills hey
want
o endup
with
in
thecombined usiness.
lines
5-62))
7
|
(...
t
was
ound
hot
n 15
deals lassified
s'successful',early very ompony hich
ookovera business
identified eyemployeesor retention uringduediligence...]or within30daysof theannouncement.
(tines
2-89))
E
f tneycan educehenumberfstaff .
2 FinanciaInd rganisat ionaIbject ives
3
Redeployments,eductionsnd rdinaryerminations
4
A
one-monthetay
5
PayrotI
nd
human-resourcesatabases
6
Possible
egaI a ses r anunbatanced
orkforce
Vocabulary
E
t e-f i r ing2 shrinking spreadsheets
headcount ethnic inori t ies
6 op
performers
due i l igence
E
r c 2 b
3 d 4 a
E r c
2 a
3 f 4 e 5 d
6 b
E
1 merger2 acquisi t ion
to
redeploy
4
reduction oterminate retention
7to
downsize
H
1 merge; ownsizes2 retain
3
top
performers
redeploy;
erminate 5 e-firing;preadsheets
6 restructuring;eadcount;l ign
Reading
E
f ns
a
result
f
maternity
eave
2 lt s
undergoing
rganisationaIestructuring.
3
TheHRManager i l ldevise nd olloutorganisationaIhangetrategies.
4
A realisticuccession
lan
eeds
o
bedevised.
5
Ensure
hat
employeeenefits
nd
emuneration
olicies
emain ompetit ive.
6
Resolut ionf
employee-relat ions
ssues
nd
maintenancefal l
personneI
ecords.
7
No, ut deallytheandidateould ave
uch
background.
8
Restructuring
nd eptoyment
9
He/Sheeedso be
prof ic ient
nboth anguages.
86
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AI{SWER EY
Reading
E r e
2 a
3 g
4 c
5 h
6 b
7 d
8 f
g 1 T
2 T
3
F
They
eltneglectednd
hat
nadequateimewas akeno address
mportant
ssuesn hestore.)
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Human esourcess oneof a range
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new
pecialistitles
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useon
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own
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Market eader
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ldealorstudents honeedo earnhe anguage
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authenticeadingtexts
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he Financialimes@
andother ources
o a glossary f specialisedanguage
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two
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designed
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help
assess
rogress
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n his er iesnclude:
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Account ingndFinance
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Businessaw
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Market ing
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Formore nformationn
he
Market eader
eries
o
o:
www.market-[eader.net
ISBN978-1
4082-2004-7