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KEY TERM DEFINITIONS

Task 1: Match the following terms with their corresponding definitions

1 a person with direct managerial responsibility for a particular employee

2 the knowledge, skills, and attributes that employees need to have if they are to perform successfully

3 a measure of how well a company is performing in terms of environmental and social responsibility

4 a combination of total rewards for employment such as salary, incentives, and other benefits

5 a strategic approach for the attraction and recruitment of individuals into the right role at the right time and right cost

6 the process of continuous communication and feedback between a manager and employee towards the achievement of organizational objectives

7 the redistribution or transfer of personnel tasks or activities traditionally carried out by human resources specialists to middle managers

8 personal and professional commitment of employees to actively engage in the company mission and company goals

9 the quantifiable goods or services that must be provided upon the completion of a project

10 the rate at which employees leave a company and are replaced by new employees

VOCABULARY PRACTICE

Task 2: Fill in the blanks with correct form of the verbs given in the boxes

1 Kharin's three-and-a-half-year contract with Chelsea is expected to be within the next week, when he receives a work permit

2 Our staff are to make decisions without always having to consult their supervisor or line manager

3 Your estate agent will with potential buyers, keeping you informed of offers and how the sale is progressing

4 He spends about 10 days each month back in Hong Kong, projects in the works at his production company

5 Setting targets and measuring sticks to projects would definitely increase efficiency if done properly

6 The decision may need to be in the light of new evidence

7 The manager says that we should allow two weeks for our visa applications to be

8 Communication down the organization until the information has been communicated through each level, to the front lines

Task 3: Fill in the blanks with the correct forms of the words in brackets

1 Job escalates when employees are not treated with respect (satisfy)

2 The information we received is of a highly nature and relates to national security

3 Financial on the company are preventing them from employing new staff

4 The government enacted laws to protect women from employment practices

6 Listening to criticism of certain aspects of your work should help you to make the most of your potential (construct)

7 The committee will include representatives from all areas of the company (consult)

8 Fisher will serve as director while a search is under way to name a permanent director (act)

9 An audit reveals areas of gross and the mismanagement of the business (competent)

10 The cost of unemployment to the government is quite easily (quantity)

Task 4: Choose the best answer for each sentence

1 She is very experienced and can be left to work without any

2 At the of the sugar-boom of the early 1870s a mere 40,000 workers were employed in the Czech sugar-factories

3 This morning's staff development will be held in the conference room

4 There are very good sports on the company premises

5 He wants the age raised to 70 and cost-of-living increases for Social Security recipients reduced

6 The company failed because of the chairman's mismanagement of capital

7 The dispute was ended through the of union officials

A management B mediation C buy-in D outcome

8 We need to draw up a for salaries for the coming year

9 We believe that the sales manager's of higher turnover next year is a bit optimistic

10 Participative management is a very powerful because it enables employees to have some measure of influence and control over work-related activities

11 It can be difficult to judge the of some merchandise from a photo on a Web page

12 The poor has been blamed on the recession and cheaper sports car imports

13 The current range for assistant secretaries is from £16,500 per annum to £19,500 per annum

14 Generous packages are often attached to overseas postings

15 Most employees do not seem to approve of the changes - the so far has been rather negative

16 Our produce prices cannot compete with those of Spain, with its cheap and sunshine

17 The biggest change was not having an audience react in real time, which left me to what was and wasn't working

18 Too many accidents are occurring at work because employers do not safety regulations

19 This is a sound plan that enjoys the support of the Board of Directors

20 The United States has traditionally offered the poor relatively easy access to the middle class if they can find work

21 If you look at the company's poor performance last year, this year has been a success

22 In this job, experience accounts for more than paper

23 We were told that our - our memos, reports, and newsletters - needed to adopt the look and feel of the network

24 Cowden was and incapable of administering the duties of secretary of the association

25 Each year they our accounts and certify them as being true and fair

SECTION 2 LANGUAGE USE IN A WIDER CONTEXT

PASSAGE COMPLETION

Read the passage and choose the correct words to fill in the blanks

Does every successful business leader have (1) and are they born with an innate business acumen? Possibly not, but all the other attributes that they tend to have will make it seem as if they have Good leaders will display (2) to their work and self-discipline in the way they approach it, as well as a total belief in what they are doing They also have an in- built (3) to succeed and never give up hope, no matter how many failures they encounter They are also capable of making tough decisions, which, to those on the outside, might seem to demonstrate a certain (4) However, the reality is that making tough decisions means considering all the options and consequences, especially with regard to their workforce so they are not necessarily insensitive or hard-hearted And when a (5) crisis or an economic recession hit, they are not inflexible and have the ability to (6) to changing circumstances A successful leader never overspends unnecessarily and is never ultra- cautious

Furthermore, they are knowledgeable about their (7) and industry and are prepared to take calculated risks, to move the business forward They have imagination and an ability to see the benefits of innovation They work closely with their staff listening to their opinions and ideas, and actively encourage employees to put (8) ideas Unfortunately, there seem to be many more underperforming companies and leaders than successful ones

(Cambridge BEC 1 Higher Students’ Books, 2016)

Sectec, a major player in the Canadian security industry, has (1) that it will appear on the list of Top 100 Employers for the fourth consecutive year This is in recognition of the fact that it offers employees an exceptional work environment The annual award selects employers on the (2) of criteria such as physical workplace, professional development health and family benefits, performance management, and (3) in the community

In order to be placed on the Top 100 list, a company is (4) on how its business strategies and corporate culture offer staff incentives which make working for it a rewarding experience Companies within the same industry and region with innovative programs that attract and hold on to valued employees are compared, in order to select those that make a positive

(5) to offer a stimulating work environment ‘Our employees are very important to us,’ states Sectec’s HR manager, Susan Innings ‘We are constantly trying to come up with new ways to show our appreciation for their hard work and commitment We are (6) pleased to have received this award for the fourth year in a row.’

Sectec is a global provider of world-class video surveillance to markets such as education, retail and government With sales offices and partnerships around the world, Sectec has established itself as a top company by employing a considerable level of flexibility and forward thinking in the development of its (7) technology Sectec’s workplace culture is an extension of these business principles, (8) the growth of a workforce that is committed to the creation of cutting-edge solutions and to exceptional customer care

5 A aim B effort C loyalty D buy-in

NO PLACE TO CALL YOUR OWN

Human resource (HR) strategy maximizes the potential of an organization’s human capital so it can achieve its broader business objectives For some employers, however, transitioning HR from a purely transactional function to a strategic one can be challenging With rental costs for offices increasing, the (1) use of space is an issue for every firm Estimates suggest that the (2) _ office worker spends more than six weeks away from their desk each year, so there are good reasons for giving up the traditional idea of a personal desk and a filing (3) _ for each employee Thanks to the recent advances in ICT (Information and Communication Technology), many companies are now adopting the idea of

‘hot-desking’ Workers can sit at any (4) _ desk and work by assessing the company’s computer network through the desktop computer at that (5) _, or by plugging in their personal laptop computer As messages and other documents are available at a keystroke, paper is either eliminated, or (6) _ to only what is needed immediately and can be carried Group work sessions and meetings are held in specially designed rooms or in comfortably furnished open areas In (7) _ to the financial benefits, some companies say hot-desking has improved their staff’s productivity by fifty per cent or more Employees generally respond well to the flexibility and informality Many say that hot-desking means they (8) _ more with their colleagues and that teamwork becomes easier when they are not isolated in separate offices

(Cambridge English Business Benchmark Progress Tests, 2016)

7 A buy-in B addition C reduction D comparison

READING COMPREHENSION

Read the passage and do the task below

Modem international trading practices are highlighting the growing importance of language training in human resources and personnel management

Modern-day business really does transcend national barriers Thanks to sophisticated IT and communications systems, businesses can now market their products on a truly global scale The world is indisputably becoming a smaller place, as service and manufacturing companies search the international marketplace for new suppliers and clients Businesses must, however, be aware that once they expand the area in which they operate, they face increased competition The standard and quality of their goods become increasingly important in keeping up with competitors But most of all, it is the service element accompanying the goods which is crucial to a company’s success in a particular market This new philosophy has led to many companies, some of which have even offered products of a lesser quality, gaining success overseas

Although globalization may have brought national economics closer together, societies around the world still have radically different expectations, processes and standards They can be a major problem for businesses expanding abroad, with the greatest obstacle of all being the language barrier If you have to deal with clients, suppliers and distributors in a range of countries, you will not only need the skills to communicate with them, you will also need to reconcile any national biases you have with the diverse ways of doing business that exist around the globe

The value of effective communication is not to be underestimated New technology such as videoconferencing and email has played a part in making the communication process easier and it may also be possible that the introduction of language interpretation software will help with some global communications problems But, of course, it is the human element of the communication process that is so vital in business, especially in negotiations, presentations and team-building It is essential for managers to meet regularly with staff, customers and partners, so that issues can be discussed, messages communicated and feedback obtained

The value of well-organized language training is immense, and can bring benefits to all levels and departments within a multinational organization Unfortunately, however, many organizations have a very narrow view when it comes to training of any kind Often, an urgent requirement has to be identified before training is authorized Then, a training company is employed or a program is developed in-house, the team is trained, and that is seen as the end of the matter However, the fact remains that training programs are effective only if they are relevant to a company’s broader, long-term needs They should be regarded as an investment rather than a cost

Changes in expectations and attitudes are certain to continue for companies that trade globally Although such companies are not yet faced with their international partners and clients demanding that business be conducted in their mother tongue, they realize that overseas competition is increasing fast If these companies want to continue to achieve success on the international trading circuit, they must be prepared to adapt to situations and speak the local language If not, someone else will

(BEC Vantage Testbuilder, 2016) Choose the best answer

1 According to the first paragraph, what have improved communications enabled companies to do?

A To offer a wider variety of products and services

B To expand beyond their domestic markets

C To perform better than their international competitors

D To open more manufacturing facilities abroad

2 Some companies have succeeded at an international level even though they have _

A produced inferior goods B failed to adapt products for local markets

C ignored the standards set by their competitors D reduced the standard of the service they offer

3 Why do approaches to doing business vary between countries?

A Due to the local economic considerations B Due to the existence of cultural differences

C Due to strong wishes to remain independent D Due to regulations about business practices

4 According to the fourth paragraph, the writer thinks that the use of modern technology will _

A speed up the process of language interpretation

B never replace the need for face-to-face interaction

C help solve the problems involved in maintaining strong teams

D not lead to greater communication between companies and clients

5 What is a common weakness of training courses?

A They are developed by the wrong team

B They do not give good value for money

C They are provided only if there is an immediate need

D They do not deal with a company’s specific requirements

6 Why should companies do business in the language of the countries they are operating in?

A to prevent other companies taking their business

B to help them find new international partners

C to meet clients’ current expectations

D to become more aware of their competitors’ activities

Read the following summary of the text Fill in the blanks with NO MORE THAN THREE WORDS from the passage

The expanding significance of language learning is highlighted by contemporary (7) _ Businesses may now promote their products globally thanks to the development of sophisticated IT and communications systems, but in order to continue to be successful, they must also take the service component into account The inability to communicate and reconcile national biases due to the (8) _ continues to be a major challenge for firms looking to expand abroad Dealing with customers, suppliers, and distributors in multiple nations requires effective communication Although email and videoconferencing technologies can make communication easier, negotiations, presentations, and team-building depend heavily on human interaction Well-organized (9) _ can benefit all levels and departments within a multinational organization However, many businesses have a limited perspective on training, frequently concentrating on urgent needs prior to authorisation Training initiatives must to be pertinent to a business's larger, longer-term requirements and therefore to be seen as an investment rather than a cost Globally operating businesses must change with the times in order to remain competitive in the (10) _

Read the passage and do the tasks below

HR STRATEGY - PART OF COMPANY STRUCTURE

If we look at the structures of companies, we can see how they have reflected the current mix of ideologies at any one time: political, social, legal and economic, to mention but four On the other hand, we can also say that structure is a normal feature of human nature In other words, we prefer organization to chaos and we respond well to dearly defined areas of activity

In this way, we can see in the earliest communities the beginnings of organizational structure

If we look for the practical applications of this thinking, a good starting point is the Ford Motor Company Henry Ford, who set up his automobile manufacturing company in 1903, firmly believed that efficiency in the workplace was based on providing just that mix of HR knowledge and skills required to carry out a single, often repetitive, task Therefore, the training provided to his workers focused on what was needed to do the job

Today, companies structured according to this approach would be considered very minimalist, since they are only concerned with narrow areas of competence Modem management has had to pay much more attention to the needs of the workforce and find ways to motivate them Today’s worker is not only a unit of production, but also a resource with clearly defined needs and wants This, in turn, has had implications for companies in the way they

13 structure and organize their activities This move to a more human face came at a time of rapid industrial change and gave the workers a new position in the company hierarchy In addition, management began to change, moving away from more autocratic models, where a single leader has total power, to broader ones involving a greater degree of power-sharing This breadth was reflected in the particular mix of skills needed for success These can be summarized as:

• planning what needs to be done

• leading the team of colleagues and workers who are going to do it

• organizing the work in the most efficient manner

• controlling what has been done to ensure that it meets the plan

These four areas have remained the cornerstone of management While companies may have changed their hierarchies and become leaner and flatter, the tasks carried out by managers have remained largely unchanged The Marketing Manager needs to prepare the marketing plan, in terms of activities and budgets: then he or she needs to ensure that the plan is communicated to all those who are to be involved in its implementation; after this stage comes the implementation itself and the manager needs to organize the work of those who are to carry it out; and finally, to complete the process, the results need to be compared against the plan What we have stated for the Marketing Manager is repeated throughout the company, with minor adaptations to fit each department’s activities and concerns

(Cambridge BEC 1 Higher Students’ Books, 2016) Choose the best answer

1 According to the first paragraph, company structures are based on _

A four principles B more than four principles

2 According to the author, people like to _

A have a degree of risk in their lives B work in clearly defined organizations

C work together on shared tasks D live in a well-ordered society

3 According to the second paragraph, Henry Ford provided _

A wide-ranging training for his workers B very repetitive training for his workers

C beliefs and visions for his workers D narrowly focused training for his workers

4 According to the third paragraph, Today's workers _

A are simply tools of production B have lower expectations than predecessors

C have recognizable requirements and wishes D are more efficient than their predecessors

5 According to the author, successful managers need _

A to be good at planning tasks B to exercise a range of skills

C to lead by example D to follow models from companies

6 Why does the author give marketing as an example?

A because it is a typical management area

B because marketing is central to all company structures

C because it is a unique management area

D because companies today are marketing-driven

Do the following statements agree with the information given in the passage? Write:

TRUE if the statement agrees with the information

FALSE if the statement contradicts the information

NOT GIVEN if there is no information on this

7 Organizational structure is a normal feature of human nature, as it allows for a focus on defined areas of activity

8 The Ford Motor Company emphasized efficiency in the workplace without providing adequate necessary HR knowledge and skills

9 Modern management has had to pay more attention to the needs of the workforce and find ways to motivate them

10 The Ford Motor Company played an important role in helping management change from autocratic models to broader ones involving a greater degree of power-sharing

Slava Taran, managing director of chemical company Darringtons, describes his experiences of benchmarking as part of HR strategy to boost performance

We had been manufacturing for over 60 years when a few years ago we found ourselves facing financial pressure from increasingly heavy overheads The management team all came up with possible solutions as to what could be done in terms of personnel management But in the end, we agreed we needed something more concrete to guide us I first heard about benchmarking when someone I met at a networking event mentioned his company had been involved in benchmarking I got in touch with some business consultants, who suggested putting our company on their Benchmark Index program They convinced me that by comparing our performance with those of similar companies, we’d end up with a useful analysis of our current position

We initially had to make decisions as to which kinds of companies we should be compared against Other chemical manufacturers were an obvious choice, but we opted to benchmark against several food processing companies That might sound strange, but in fact what we had in common was the business model of combining ingredients in a production process to create a finished product

We sent out questionnaires to the companies we wanted to target and emphasized that the process could well be of mutual benefit But we also made sure our partner companies signed up to an agreement specifying limitations on how the information we’d be sharing could be used Otherwise, there’s a danger that the partner company could use the data to gain competitive advantage We then sent our analysis to the partner companies to verify the facts and figures we’d gathered, and get their feedback on Darringtons' operation

From the data, it soon became glaringly obvious that aspects of the business were in dire need of innovation, such as our manufacturing operation And although we were among the best for R&D, we did badly on capital investment in equipment and premises, and also in customer satisfaction, which we were unaware of We’d evidently worked in the same way for years without examining closely whether we were truly effective and competitive

EMPLOYEE RESOURCING AND TALENT MANAGEMENT 17 2.1 KEY TERM DEFINITIONS

VOCABULARY PRACTICE

1 The union that unless the new rules were withdrawn, they would call a strike

2 There's no final decision yet on whether FC Cincinnati will Duvall and sign him on a permanent basis

3 The union is fighting 23 sacked journalists

4 A strike by British Airways ground staff has to the suspension of flights between London and Manchester

5 The employer will also have its own assessments to make sure each apprentice is expectations in the workplace

6 The whole team agreed pay cuts, rather than see their colleagues lose their jobs

7 We have our sales force in order to cope with the extra demand for our products

8 He was from manager to salesperson because of his poor handling of the department

1 The company's divisions, which have been largely up to now, will be centralized under the newly appointed CEO (autonomy)

2 Throughout our company we need diverse, talented, creative, individuals who seize responsibility and think strategically (enterprise)

3 The introduced into the system by the carriers means that each group is able to operate with a degree of autonomy (flexible)

4 As the economy weakens, more and more jobs will be made (redundancy)

5 About 1,800 coal miners started an indefinite strike to protest the of 97 workers

6 The seasonally-adjusted rate in December stood at 5% (unemployed)

7 A company spokesman said yesterday it was not yet clear how many workers could be elsewhere in the group (redeployment)

8 The formula for success in business, he said, is a to take risks (willing)

9 The company implemented a thorough planning program to ensure that there are qualified individuals ready to step into leadership roles when needed (succeed)

10 One significant reason for the skilled-labour is the increase of technology in traditional industries (short)

1 Employees showing leadership will be chosen for management training

2 He took over the job from his last May

3 What has the government put on wage increases this year?

A roof B ceiling C restriction D cut-off point

4 I am currently working as a(n) , so any contributions to the fund will be minimal until I find full-time employment

5 The problem comes when a manager strays outside his area of

6 The firm retained White as a consultant, paying him a $5,000

7 Being in employment had given these women personal confidence, a sense of independence, and pride

8 The report found that his treatment of his staff was inconsistent with the high standard of expected of senior executives

9 A recruiting firm can view the candidate , but candidates' identities are protected until a job offer appears

10 Globalization and the changing in the UK mean that most organizations need to be able to relate to different cultures

11 It has that secret talks had been going on between the two companies before the takeover was announced

12 The inspectors were at the level of incompetence among senior staff

13 You must be at least 55 with 10 years continuous employment to be for full post- retirement benefits

14 A relatively redundancy payment scheme makes it more likely that employees would volunteer for redundancy

15 More men are turning down or relocation in order to give more time to their families

A vacancy B head hunting C promotion D post

16 The Royal Mail introduced a scheme in which employees with a 100% rate would be entered into a prize draw

17 The company is starting a new round of with its main workforce

18 Opinion polls show that the voters have lost in the administration

19 Poor quality is the face of increased productivity

20 Unemployed workers receive welfare payments and rent assistance to 50% of their usual income

21 Kelly Blue, former Regional Marketing Director for The Village, has been to the newly created National Creative Services Manager position for Lincoln Property Company

22 As a result of recent analysis, the performance measurement system is currently being

23 The person who cannot say ‘no’ to others' requests is likely to be overwhelmed by external

24 Getting the right qualifications will enhance your employment

25 Sick leave is a privilege to assure the employee some continuity of compensation in times of illness or

26 motivation exists when employees are able to satisfy their needs indirectly, most importantly, through monetary compensation

27 On of the proposal, a draft agreement will be sent to both parties

28 Management consultancy divisions of accounting firms tend to be strong on business advice and professional of conduct

29 Under the terms of their , employees must give three months' notice if they leave

30 here include health insurance, three weeks’ vacation, and tuition reimbursement

A Packages B Commissions C Fringe benefits D Bonuses

PASSAGE COMPLETION

Companies in the U.K are (1) to publish equal opportunity policies which show that they are equal opportunities employers and do not harass, victimize, or discriminate

(2) people (whether employees, applicants for employment, customers, service providers, or members of the public) because of:

• religion or religious belief How does this (4) from 'managing diversity'? Managing diversity is about respecting people and helping them to (5) their potential Unlike 'equal opportunities', it does not (6) on specific groups of people, nor does it only address situations where direct discrimination may (7) Diversity acknowledges that the differences people bring to a job may enhance the (8) and furthermore that their perspectives and ideas can improve the overall quality of the workplace In other words, diversity (9) the benefits of differences and, to provide for these differences, allows for such things as (10)

working hours, time off for caring for dependants, paternity freedom, and doing away with age criteria

4 A apart B differ C refrain D stay away

7 A occur B see C develop D deal with

GO ANYWHERE YOU WANT TO GO

We believe in giving you a lot of responsibility from day one - but that doesn’t mean throwing you in at the deep end One of our major priorities is to (1) you get the training and support you need to gain the skills which will allow you to succeed personally and professionally

The training starts as soon as you (2) - and it never stops The initial program is (3) partly at your office and partly in our dedicated Learning Centre For the first 12 months, you’ll have a regular program of training (4) topics as diverse as Advanced

Sales, Goal Setting and Time Management, as well as Airfares and Packages

After that, you can develop in any direction you choose by (5) a range of courses and events in four key development areas: Sales and Service, Product and Airfares, Systems, and Personal Development All this is provided at no (6) to you - which is exactly the way it should be We have a consistent (7) of promoting from within; currently about 90 per cent of our Team Leaders have come through the ranks, and we want to keep it that (8)

We’re also keen to train the leaders of the future with our Leadership Development program It’s an intensive set of training courses (9) up by specialist project work

After all, becoming a high flier in any company shouldn’t be about just waiting to shuffle up the ladder Here, the best people develop as far as they like, as fast as they like We hope you’ll be one of them And it’s a measure of the success of our philosophy on cultivating personal and (10) development, as well as promoting from within, that earned US the Training and Development award for excellence, as voted by our employees, in the latest Sunday Times ‘100 Best Companies to Work For’ 2004 UK survey

1 A want B hope C make sure D prepare

REPORT ON STAFF SURVEY Introduction

The aim of this report is to summarize points which have (1) from our recent staff survey about changes in working practices

Staff (2) represents a major cost in our company It involves (3) recruitment processes and staff training We hope that by introducing these changes we will increase staff retention, motivation and efficiency

A large (4) of our staff (three-quarters) said that they would be interested in flexible working Several people stated that they (5) travelling to work at (6) times stressful and time-consuming

A significant number of our employees (29%) thought that career breaks would be attractive One (7) of staff told me that he had always wanted to travel round the world, and that he would like to return to his job (8)

A smaller percentage expressed interest in optional part-time working These were generally people with young children Several employees asked me if we could provide on-site nursery care for pre-school children

I believe we should go (9) with these changes because staff reactions have been generally positive and because employees can choose whether to take (10) of the changes or not

10 A hold B note C advantage D for granted

Taking on a leadership role for the first time is tough There is always pressure on you to do the right things, and to be seen to be doing them But, unless there's something that needs sorting out urgently, your first few months in the role will be better spent in understanding the people and the situation One easy mistake to make is to think that you, as leader, the top person with the top salary, have the sole responsibility and the know-how to solve every single problem yourself And you can be sure that others will encourage you to think that way, since it takes the pressure off them, and it satisfies their natural urge to leave the solving of problems to others Instead, try using existing resources to identify the current position and the ways to change it for the better

Start by consulting widely, beginning with the people who now report to you direct, as these are most likely to be the people with the expertise and experience to tackle some of the problems that are identified A series of one-to-one meetings, though time-consuming, will be worthwhile, especially if they are structured to provide you with the information you need to make decisions later on Two useful questions are: ‘What do you see as the biggest problem facing the department now?’ and ‘What one change would make the most difference to our success?’ From their answers, you can build up a picture of your people, as well as of the issues Some will consider the needs of the department as a whole, while others may just concentrate on their own particular concerns You will also have had personal contact with each person and can judge who you will work well with in the future

Overlap in their responses is a useful pointer to the priorities needing your attention If there is no duplication in problems or solutions, it means that you have inherited a disunited group which will need some team building and restructuring If no clear picture emerges, it means that your people are part of the problem: you will need to make them aware of this

At the same time, consult with customers Be open to criticism and to praise Compare the views of your department with this external viewpoint and see where the biggest gaps are This will help to identify areas for action

While you are data-gathering, have a look at the figures Apply different measures from the standard ones You probably lack knowledge about which company products are profitable, and you recognize that staff costs are a key factor So, ask for an analysis of profitability per

25 employee There will be some grumbling that the new figures involve extra work, but the analysis will reveal how many and what kind of staff your company really needs

Finally, a key issue for you as a new leader is to establish priorities If you have done your research well, you will have identified a number of areas for action Bring your senior team together and tell them about your research findings, both the problems and the suggested solutions Together, plot the solutions on a big graph, with one axis relating to the amount of difference the action would make; and the other axis to the ease of implementation This will prompt useful discussion on the issues and the means of resolving them In selecting priorities, you might well gain volunteers to tackle some of the tasks Agree actions, assign responsibilities and establish dates for completion and progress reviews

(BEC Vantage Testbuilder, 2016) Choose the best answer

1 Employees encourage their boss to believe that he or she should solve all the problems, because they _

A really don’t want to have to solve the problems themselves

B believe that the boss is paid to solve problems

C know that the boss has a lot more information about the issues than they do

D feel that they shouldn’t have to solve problems created by other people

2 How should you structure your first meetings according to the writer?

A Explain to each member of staff the problems facing his or her department

B See people individually and ask each one the same questions

C Ask each member of staff to help in setting priorities for action

D Bring everyone into the discussion to get an agreed plan of action

3 Getting the same answers from different people during your research tells you that _

A the people who are under you clearly do not work well together

B a lot of your department’s problems are caused by the people themselves

C you have identified the most urgent issues needing your attention

D your department is working well despite a number of problems

4 It is useful to talk to customers about the performance of your department because _

A they are likely to be more honest and open than your own staff

B it makes your customers feel that their opinions are important to you

C it gives you an opportunity to criticize or praise them

D you can evaluate what they say against what your own staff told you

5 What might you learn from the kind of financial analysis that the writer recommends?

A that you need to employ fewer people, or people with different skills

B that you can increase profitability by using different measures

C that this kind of financial analysis involves a lot of extra work

D that financial data must be combined with other information to give a full picture

6 According to the writer, using a graph as part of the meeting with senior staff is a good way to _

A set deadlines for completing the work and reporting back

B give feedback to your staff on the results of your research

C get your staff talking about the issues and what to do about them

D show which members of staff should tackle the various problems

7 It is advisable for a new leader to immediately take charge and solve every problem upon assuming the role

8 One-to-one meetings with direct reports can provide valuable information for a new leader

9 Overlapping responses from team members indicate a united and cohesive group

10 Consulting with customers is not recommended when starting a new leadership role

11 Analyzing profitability per employee can provide insights into staffing needs

12 Prioritizing actions and assigning responsibilities should be done individually by a new leader without involving the senior team

How do you take your customers from satisfaction to loyalty? Those were the questions

Dr Jodi Simco and Dr Mark Royal of Hay Group, a human resource consulting firm, answered at LOMA’s recent Customer Service Conference Simco and Royal talked about the link they’ve found between business culture, employee loyalty, customer loyalty and revenue growth

‘First, it’s important to ask ourselves just what our definition of customer loyalty is,’ Simco said ‘And based on our research, we’ve found that it’s when your customers have a strong bond to you and come back to you time and time again They view you as the provider of choice So, they’re not just looking for the lowest-cost vendor They’re going to come back to your company and not only use your current products and services, but maybe start using some new ones and recommending them to others.’

Simco identified two factors that decide whether satisfied customers will become loyal ones: the outcome that customers experience and the process by which they receive it ‘We’ve all bought cars, and the car might be the most wonderful car, so the outcome was positive,’ Simco said ‘But we might decide not to go back to the car dealership because they were annoying to work with In this case, the process was negative.’ People, in the form of employees, are part of that process, she explained, and ‘people are your key competitive advantage It’s your people who developed those relationships with your customers, and you really need to focus on them.’

Furthermore, when it comes to convincing people in your organization of the impact that customer loyalty can have on your bottom line, the business case for building loyalty is quite simple ‘None of US is surprised that loyal customers are going to repurchase at two to four times the rate of just purely satisfied customers,’ she said ‘And they’re going to enthusiastically recommend your company to others So, they can serve as your best marketer Loyal customers are also willing to pay more for your services.’

Hay Group has identified a few primary factors about a company that can make the difference between customer satisfaction and customer loyalty ‘The top factor is value: “Is this company’s product or service having a positive impact on my business? Do I have a strong return on investment?” Ease of doing business is a big thing, too,’ Simco continued ‘Are you easy to do business with, or are you problematic? Finally, your people are important, in terms of whether they show responsiveness, integrity, trust and professionalism.’

‘In today’s marketplace, where most organizations are facing global competitors and a rapid flow of information, ‘it’s hard to be different from your rivals because best practices spread across an industry very rapidly,’ Royal said ‘But it’s harder for your competitors to duplicate a successful organization that consists of highly motivated, highly engaged people who are focused on the customer, and this provides real opportunities for competitive advantage.’

For employees to deliver excellent customer service, Royal said, there are three key ingredients ‘First, there needs to be a strong focus on teamwork We find that in organizations where employees perceive strong levels of teamwork, there tends to be a much higher level of customer satisfaction The second ingredient is training: If we want people to drive high levels of customer satisfaction, we have to make sure they have the skills to deliver them And the third ingredient is empowerment, which means that organizations need to empower employees to make decisions and take risks in carrying out their job roles.’

(Dubicka & O’Keefle, 2011) Choose the best answer

1 What produces customer loyalty, according to Simco in paragraph 2?

A The price of the product B The quality of the product

C The relationship with the supplier D The recommendation of friends

2 What, according to paragraph 3, is the key factor in making a company better than its rivals?

A A superior product B Good quality staff

C Good value for money D Good procedures to deal with complaints

3 In paragraph 4, what is given as the main benefit of having loyal customers?

A It improves the company’s image B It increases profits

C It is easier than finding new ones D They will accept higher prices

4 According to Hay Group, what is the main factor which changes customer satisfaction to customer loyalty?

A Your customer does not have problems doing business with you

B Your customer gets what he asks for

C Your customer has confidence in you

D Your customer’s own business becomes more profitable

5 Why does Royal believe it is difficult for companies to be different from their competitors?

A Their competitors can quickly imitate them

B Their competitors are spread all over the world

C Employees in different companies are equally hardworking

D Most companies nowadays are customer-centered

6 Which of these does Royal say is an essential characteristic of a good employee?

B They are naturally good at dealing with customers

C They consult their superiors before taking decisions

D They take responsibility for their actions

7 Customer loyalty is defined as when customers choose the lowest-cost vendor for their needs

8 The process by which customers receive a product or service can influence their loyalty

9 Employees play a significant role in the process of delivering customer satisfaction

10 Loyal customers are less likely to recommend a company to others

11 In today's marketplace, it is easy for competitors to duplicate a successful organization

12 Teamwork, training, and empowerment are key ingredients for employees to provide excellent customer service

The long-hours culture at work

Working an eight-hour day is a luxury for most professional people Nowadays, the only way to guarantee an eight-hour working day is to have the kind of job where you clock on and off Those professionals who have managed to limit their hours to what was, 20 years ago, the average do not wish to identify themselves ‘I can quite easily achieve my work within a normal day, but I don’t like to draw attention to it,’ says one sales manager ‘People looked at me when I left at 5 o’clock Now, I put paperwork in my bag People assume I’m doing extra hours at home.’

But more typical is Mark, who works as an account manager He says, ‘My contract says

I work from 9 until 5 with extra hours as necessary It sounds as if the extra hours are exceptional In fact, my job would be enough not only for me, but also for someone else part- time The idea of an eight-hour day makes me laugh!’ He says he has thought about going freelance but realizes that this doesn’t guarantee better working hours

RECRUITMENT AND SELECTION 32 3.1 KEY TERM DEFINITIONS

VOCABULARY PRACTICE

1 Human rights groups to the proposed 50 percent reduction in the number of refugees who could be admitted to the country

2 As a result, firms employing them need to recruit frequently to replace those who choose not their contracts

3 Automatic pay increments on length of service will be abolished

4 If a man retires at 58, he's actually four years to go before he draws his state pension

5 We usually ask interviewees a few simple tasks on the computer just to test their aptitude

6 Gaining confidence is a major component of leadership skills

7 We will keep your CV on file in case other suitable vacancies

8 Holiday entitlements for temporary workers 7 days less than for permanent staff

1 Interviews can be taped only with the of the interviewee (permit)

2 His first interview recently was at 8 a m and his were scheduled back to until midnight (appoint)

3 Without , it's nearly impossible to get a job with decent wages (qualify)

4 37% Indians face salary amid Covid crisis (deduct)

5 More demanding than the panel interview is the interview (sequence)

6 The bank chief said that he would not allow or tolerate and at the same time would ensure that honesty and hard work were properly rewarded (efficient)

7 In an early restructuring move, the company is shutting stores and cutting overheads (administration)

8 If you've been asked for an interview, you are on a shortlist of no more than six

9 The of the labour contract was due to a breach of its terms by the HR office (terminate)

10 Our manager is with the marketing team to coordinate our upcoming product launch (liaison)

1 The applicant was pleasant and had the right qualifications, but unfortunately, he did not have any relevant

2 The contract has a that the new manager has to serve a three-month probationary period

3 Great Groups are headed by people confident enough to people better than themselves

A appoint B recruit C sign up D upgrade

4 Your reference materials should be and grouped together around each subheading within the proposal outline

A sorted out B listed up C carried out D followed in

5 I'm afraid we have no option but to your contract with immediate effect

A terminate B abort C lay off D discontinue

6 The job of an IT business analyst is to IT systems with changing business needs

7 A commission has just been to investigate fraud claims

8 Being unemployed you to free medical treatment

9 You are advised to seek legal advice if in any doubt about the contract details

10 The party had 143 staff, most of whom it could no longer afford to keep

11 Our clients are usually - you would be too if you were paying $10 a minute

12 The scheme is a fast route giving school leavers the chance to earn and learn on the job

13 It is a very hierarchical company and there’s little place for individual

14 Work is becoming increasingly common as people have to do more in less time, with inadequate equipment and in an unpleasant environment There have even been reports of physical violence

15 The company has made radical changes in its working recently in an attempt to increase production and create a more flexible working environment

16 Say no to requests and do only tasks that are genuinely part of your role

17 The court did not the sentences but ruled they should be reviewed

A call off B annul C shelve D fail

18 Many of the investment bank's employees have been much smaller performance bonuses than they were led to expect

19 It's my job to volunteers beforehand and explain what their responsibilities are

20 After the inspector's visit all temporary workers were to permanent status

21 Fred never accomplishes anything All he does is come in here every now and then, complain about deadlines, put more work on us, then go back to surfing the intraweb He's such a manager

A seagull B penguin C polar bear D seal

22 My father was a businessman and I saw what it takes to build a business

A self-righteous B self-governing C self-made D self-evident

23 The document Mr Jackson from his obligations under the contract

A brought out B released C let go D dropped

24 If your employment status changes, your tax code will be accordingly

25 It will close more than 200 stores nationwide resulting in the of an estimated 2,000 employees

26 More and more companies are now using tests as back-up to the job interview

27 Uncertainty also makes firms more likely to employ workers rather than take on new permanent staff

A stopgap B short-term C provisional D temporary

28 New staff have a period of fourteen weeks before their contract is made permanent

29 The interview consisted of a series of questions, plus an option to give additional information or opinions

A open-ended B cloze C scalar D blindfold

30 Nearly every company offers and telecommuting, with a majority of women employees using those benefits

A maternity B stoppage C twilight shift D flextime

PASSAGE COMPLETION

CATCHING OUT THE DISHONEST CANDIDATE

Most personnel managers agree that job interviews are one of the least objective recruitment methods But the advantages of testing are not going to change the (1) _ of the interview to employers The appeal of the interview has everything to do with the human factor

Most people believe they are a (2) _ judge of character and trust their instinctive feelings We might use some kind of test to aid the selection process, but we usually pick a candidate who interviews well, has good (3) _ and an impressive work record

But suppose the candidate lies or is less than completely honest, ‘This can be a serious problem for employers’, (4) _ Alan Conrad, Chief Executive at Optimus Recruitment

‘The most difficult liars to find out are those who tell half-truths rather than complete lies.’ Research (5) _ that up to 75 percent of curriculum vitaes are deliberately inaccurate The most common practice is omission

Interviewers should therefore concentrate on areas of (6) _ such as gaps between periods of employment and job descriptions that seem strange ‘Focusing on these areas will force candidates to tell the truth or become increasingly (7) _ This is usually when people signal their (8) _ by their body language Sweat on the upper lip, false smiles and nervous hand movements all (9) _ discomfort.’

Conrad does not suggest an aggressive police-style interview technique, but insists that

(10) _ inspection of curriculum vitae is absolutely essential Only by asking the right questions can you confirm the suitability of the candidate or put pressure on those who are being less than completely honest

GUIDELINES FOR WRITING YOUR CV

A well-produced CV can make all the difference when applying for a job

It can take a reader just 30 seconds to reach a decision about a CV So, when writing a

CV, you should remember you have just half a minute to (1) the reader’s interest, leave a clear impression of professionalism and indicate the likely (2) to an employer of hiring you To prepare a CV which is effective will take time and possibly several drafts Layout, presentation and a choice of words which demonstrate both responsibility and achievement are vital (3) of any CV

No matter how well your career background and skills match the needs of an employer, your efforts could (4) if you make it difficult for the reader to take in the relevant information As your message must register quickly, make the reader’s task an easy one (5)

that the print is well spaced and that the key information is displayed clearly

The (6) of the CV is to generate interviews Visually, you want your CV to have a positive effect, but it is also necessary for it to convince the reader that you are worth meeting The style in which you present your CV is a (7) of personal choice, but it is important that you use words which (8) an active and successful career

People sometimes make the mistake of (9) a CV as a rewrite of their job description, which results in unnecessary jargon and detail In addition, issues such as salary and reasons for leaving previous employers should not be (10) ; they are best discussed at the first interview stage

THE BENEFITS OF USING RECRUITMENT ADVERTISING AGENCIES

Traditionally, recruitment advertising agencies are responsible (1) _ designing, writing, and placing job advertisements in the media While this is still their main responsibility, they are now offering companies other services such as (2) _ employee communication and the development of company literature, websites, and corporate identity (CI) in general This change in focus reflects changes in the world of business More and more companies now (3) _ the value of good employees and just how important it is to hold on to and attract skilled staff Effective communication can help build bridges between the staff and the (4) _ and provide both with an identity they can be proud of

Here are just some of the benefits of using recruitment advertising agencies:

• Agencies have the expertise that companies do not always have in-house This includes the ability to write and (5) _ ads and the knowledge of and relationships with, the press and media Agencies can negotiate better prices and know which type of advert - whether in a newspaper, trade magazine, or online — can best reach the (6) _ you are looking for

• Many larger agencies operate in wide, even global, markets and represent companies of different sizes across many different (7) _ or industries This can help them understand a company's position within the recruitment marketplace and to see an employer’s greatest (8) _ points

• Developing a new recruitment campaign or a new corporate identity (9) _ a lot of time and money Using an agency to handle this for you allows you to concentrate on running your company By making one agency responsible for all your recruitment needs, you can make sure your company has a consistent message and thus attracts the right staff to fit your corporate (10) _ and share your company's goals (Pledger, 2015)

3 A look at B recognize C need D accept

ONLINE RECRUITMENT: SHOPPING FOR TALENT IN A VIRTUAL

Since 2007, Ernst & Young's recruitment strategy has included a page on Facebook On the site job candidates can meet students gaining work experience, participate in opinion polls and join discussion groups, whose topics cover everything from psychometric (1) _ to working in China

However, the accounting firm's move into social networking is only one example of the way companies can use the web to (2) _ top talent Some companies have extended their use of the Internet in the recruitment process and are using web tools very effectively As well as making use of the services of companies such as Monster, the world's largest online recruitment group, they are using online technology to speed up the application process This allows candidates to find out details about the job they are applying for and complete the (3) _ stages of the application

We manage our own careers now So, knowing how to brand and position yourself in the market as ‘Me plc’ at different stages of your working life is becoming an increasingly vital skill

At least that is what image expert Mary Spillane believes ‘Employment as we know it is decreasing Jobs don’t exist, work exists In the next decade most of us will be suppliers, not staff We will have clients not bosses If you are under 30, you probably know that there is only one firm to join for life: Me plc It promotes you and your potential to others.’

‘We’re working in multi-national, multi-cultural, multi-corporate teams and it’s important to understand the implications of this We need to create a personal brand that is unique, but complements the brand of the corporation we are working for You have to find a way to do it so that you are not just a typical employee,’ advises Spillane ‘You have to decide what central values you want to project, and also what may need to alter from situation to situation.’

Many people only remember Mary Spillane for the years she spent running a cosmetics company, but she actually has Masters degrees in information science and politics She used to hide that hard-hitting side, but is now eager to show it and forget about cosmetics ‘Now that I’m working in the boardrooms of major plcs and global companies, I’m playing up my degrees and management background so that the image side is seen only as an addition to the value side,’ says Spillane

Some contracts take longer than others ‘The City law firms I’m currently working for are really difficult because they don’t have any idea of what their brand should be, and are still very traditional even when talking about becoming modern I’m showing them how to do everything from changing their reception areas - which tend to be very off-putting with their high-fronted reception desks - to how to make small talk that is less formal and rigid Companies rebrand themselves all the time, spending millions on new office interiors and so on But without an underlying change of attitudes, it can prove an empty exercise.’

She argues that for individuals too, there must be more than a surface change, as rebranding goes deeper than a mere change of wardrobe Beyond advice on appearance, she tells clients, ‘Remind yourself of what you are selling: the personal values that comprise your brand Learn to present yourself in a way that will project what you want to deliver Lifelong learning is essential, together with the sort of discovery and adventure that promote personal growth

Always have an up-to-the-minute CV ready to print out, refreshing it every few months with your most recent achievements, just to remind others of your brand value.’

She believes it is essential that you understand both your public self and your private self, as well as your blind spots and your potential, in order to create an effective brand ‘The public self is the image you project to the world, the private self is what you know about yourself but others don’t, and blind spots are those things that others see about you but you can’t see for yourself By deciding what image you want other people to see, emphasizing more of your private self and sorting out a few blind spots, you will increase not only your potential to influence others, but also your self-esteem and self-confidence.’

(Helm &Utteridge 2010) Choose the best answer

1 In the first paragraph, Mary Spillane says people should learn how to market themselves because _

A it encourages companies to give them a job for life

B in the future it will be a company requirement

C in many careers it is becoming difficult to succeed

D it will help them adapt to developments in the job market

2 Spillane says that, when creating a personal brand, it is important to _

A change things depending on the circumstances

B decide what image people would like you to present

C make sure that colleagues feel at ease with your image

D follow the example of someone in the company you work for

3 What do we learn about Spillane in the third paragraph?

A She is embarrassed about her career with a cosmetics company

B She doesn't like talking about her academic background

C She has qualifications many people are unaware of

D She worries about how other people see her

4 Which problem does Spillane refer to when talking about the companies she is presently working with?

A They find it difficult to accept her ideas

B They are unaware of how to rebrand themselves

C They don't want to spend large amounts of money

D They are unwilling to modernize their work environment

5 When advising people on rebranding themselves, Spillane tells them to _

A attend courses to gain specialist skills

B update regularly their written proof of what they can do

C try out different ways of presenting themselves to others

D remember that what they look like is the most important point

6 Spillane says that, in order to rebrand yourself successfully, it is important to _

A ask for other people’s opinions about your image

B feel confident about what you are trying to achieve

C learn how to make use of all aspects of your character

D model yourself on people with a certain amount of influence

7 Mary Spillane believes that in the future, most people will have traditional jobs with bosses

8 Mary Spillane suggests that personal branding should align with the corporate brand when working in multi-corporate teams

9 Mary Spillane used to hide her background in information science and politics

10 Mary Spillane believes that changing appearance is the most important aspect of personal rebranding

11 Mary Spillane recommends having an up-to-date CV ready to print out every few months

12 According to Mary Spillane, understanding both your public and private self can enhance your self-esteem and self-confidence

PROFILING OUR BEHAVIOR AT WORK

Motivation comes from doing a job well and most of us work best when we are doing something we like To improve our own motivation and performance, it can help to better understand the types of work we have to do and our own individual preferences — in other words, how we like to behave at work Charles Margerison and Dick McCann, two management psychologists, have developed Team Management Systems as a powerful tool for understanding individual and team preferences The work preference model is based on four key dimensions

This measures how you like to interact with people at work - at one extreme, very extrovert behavior is seen in those that like to socialize, network, take on a great variety of tasks and rarely settle on one thing for long On the other hand, introverts feel much less need to mix, tend to focus on the job in hand and don't like to be interrupted

This contrasts the practical person who tends to focus very much on the present, gets on with the job and is very task-focused, with people with a creative leaning who seem to have their heads in the clouds Creative types are not so good at routine, tend to be more future-oriented and need variety to challenge them

Analytical types make their decisions based on objective evidence, have a strong sense of rules and procedures and can be seen as a little cold-hearted Those of us who are influenced more by our beliefs tend to use subjective criteria when making decisions These types have a strong sense of right and wrong and are often very committed to then point of view

This dimension contrasts structured types who are usually very time conscious, concentrate on concluding the task, and are less interested in time-consuming debate, with those of a more flexible nature Flexible types are more disorganized, more open to change if the date changes and not so good at deadlines

These four dimensions are used to profile individual preferences so that you can think about your own style of work Once you have a better understanding of your own motivation, you can then start to look at the profiles of other members of your team

(Cambridge BEC Vantage Tests, 2016) Choose the best answer

1 Higher motivation and better performance can come from _

A doing a job well B understanding our own preferences

C doing different types of work D understanding each other

A focus on a few tasks B settle on a single task

C have several different things to do D concentrate on the job at hand

A present with future orientation B boring with interesting people

C innovation with creativity D time-conscious people with less punctual types

A committed to a definite point of view B guided by a clear set of principles

C often inflexible D inclined to respect rules

A good at finishing tasks B time conscious

C resistant to change D not so time conscious

6 Once you have profiled your own preferences, the next step is to _

A criticize your colleagues B understand your colleagues’ preferences

C profile your competitors D profile the type of work you should do

7 Charles Margerison and Dick McCann developed Team Management Systems to understand individual and team preferences

8 Extroverts are more likely to focus on the job in hand and avoid socializing at work

9 People with creative leanings are typically future-oriented and prefer routine tasks

10 Analytical types base their decisions on subjective criteria and personal beliefs

11 Structured types are usually more time-conscious and prefer time-consuming debates

12 Understanding individual preferences can help improve team motivation and performance

Do you know or work with someone who undervalues other people’s efforts, ignores their viewpoint, even publicly insults his or her co-workers? That person is a bully and is bad news for any company, though often the people at the top don’t know, or worse, don’t want to know A bully will set impossible deadlines, make fun of people and ridicule them whenever they make mistakes The worst type will also shout and be abusive What motivates bullies? No one is sure, but it may be that they are suffering from some kind of inferiority complex

TRAINING AND DEVELOPMENT STRATEGY 48 4.1 KEY TERM DEFINITIONS

VOCABULARY PRACTICE

A provide B interpret C manage D coordinate E track

F maintain G reduce H make I reach J delegate

1 As a manager, you have to _ tasks to your staff

2 _ a large corporation has become more complex and challenging

3 The board will _ its decision shortly

4 Customers, suppliers, and contractors will be _ with the specialist training they need to work on the project

5 The retailer moved its supply base overseas _ costs

6 E-commerce has enabled us _ international operations

7 _ a company's brand and reputation requires a lot of hard work

8 The study _ the careers of 1,226 doctors who trained at the Medical School

9 It's difficult _ these statistics without knowing how they were obtained

10 The four leaders _ agreement on an $820 million state construction program

1 Setting targets and measuring sticks to projects would definitely increase efficiency if done properly (evaluation)

2 We were told that our - our memos, reports, and newsletters - needed to adopt the look and feel of the network (deliver)

3 Poor quality is the face of increased productivity (acceptable)

4 She complained that his outside interests were with his role as a team leader (compatibility)

5 According to our work figures, it should be possible for a team of five skilled employees to produce 20 units an hour (measure)

6 The company protests that, given the nature of its work, it often has to employ staff on an ad hoc (basic)

7 More and more companies are now using tests as back-up to the job interview

8 It is hard to argue with the suggestion that happy workers are more productive or that cutting stress at work will reduce (absent)

9 There are special precautions to prevent personnel from gaining access (authorize)

10 Sophisticated statistical was employed to obtain these results (analyst)

1 This morning's staff development _will be held in the conference room

2 The for success in business, he said, is a willingness to take risks

3 The company has made radical changes in its working recently in an attempt to increase production and create a more flexible working environment

4 In these days of technological change, we all suffer from information

5 Your reference materials should be and grouped together around each subheading within the proposal outline

A sorted out B listed up C carried out D followed in

6 My father was a businessman and I saw what it takes to build a business

A self-made B self-evident C self-governing D self-righteous

7 He claims that he was kept out of the when the decision to sell the company was being made

8 The reports commonly came from taxi drivers, particularly those driving on the shift between 12:00 am and 3:00 am

9 Apple is going to its operations and concentrate development efforts on the Internet and multimedia

10 As a result of recent analysis, the performance measurement system is currently being

11 Getting the right qualifications will enhance your employment

12 We usually ask interviewees to a few simple tasks on the computer just to test their aptitude

13 He can advise us on the best brochure layouts, promotional photography, video or slide presentation - the whole

14 The meeting has been cancelled due to beyond our control

A set-ups B environments C circumstances D conditions

15 I really need to now because my shift was over an hour ago

A clock out B lay off C brush up D shake down

16 Very little of the bank's business will be affected by the parent group's of jobs to Asia

17 Safety are being ignored by company managers in the drive to increase profits

18 Management consultancy divisions of accounting firms tend to be strong on business advice and professional of conduct

19 The management team should stop acting like and try to discuss the problem with us reasonably

20 An informal warning is often all you need to improve an employee’s conduct or performance as a quiet chat often solves problems in the workplace

21 The court concluded that this pattern of behavior threatened working relationships that were vital to maintaining school operations and thus constituted

22 Up to 100,000 operations will be cancelled as a result of three days of industrial action, including two full

23 The department was understaffed, and my in- was overflowing

24 There would be mechanisms to enable the Board to the quality of service provided

25 No formal qualifications are required for the work - you'll get on-the-job

PASSAGE COMPLETION

As a valued (1) client of BDD Ltd, I am sure you will be interested to know that from

1 April of rhis year, we are (2) our Budget Document Delivery services to the whole of Europe, This (3) we shall be offering the same (4) of service that you have come to expect from UK operations:

• 24-hour (5) pick-up and delivery service,

• documents delivered within 12 hours (6) in Europe

• prices on average less than 30% of prices (7) by our main competitors

I (8) a leaflet detailing our new service

If you would like to know more about this service, or if there is any other way in which we can help you to (9) trouble-free business with maximum efficiency, please do not (10) to contact me personally,

1 A permanent B long-standing C long-term D lengthy

5 A door-to-door B house-to-house C face-to-face D hand-to-hand

Leaving work on time may not sound like much of a challenge However, in an experiment by glass manufacturers Dartington Crystal, it (1) _ surprisingly difficult Four managers, who all worked very long hours, took part _ in a simple experiment: they agreed to (2) _ to their set hours for a week, with no coming in early, leaving late or taking work home The aim of the exercise was to (3) _ the balance between the managers' work and home lives It was a way to get everyone thinking about their working hours and how to (4) _ them

Robin Ritchie, the company's managing director, was very aware that his company was embarking on the experiment at its busiest time of the year They were also just days away from a big product (5) _ So not surprisingly, perhaps, it soon became clear that it wasn't going to be easy: even on the first day, director of design Simon Moore took home a design problem to (6) _ , as he couldn't relax until he had dealt with it

As the week progressed, the four people involved found it hard to (7) _ with the pressure of leaving work undone They felt they were letting people down, and worried about the effect on the business (8) _ crises made it more and more difficult to go home on time Changing working habits wasn't easy Nevertheless, they saw the experiment through to the end

There was some (9) _ up to do the following week, but the company did not appear to have suffered Significantly, too, the experiment made the managers reappraise their (10) _ to staying late and start prioritizing tasks All in all, they felt the experiment was of lasting benefit, and that it helped them to create a better balance in their lives

6 A clear out B work up C sort out D think up

Office Angels Employment Agency 14-16 Lockhart Road

Wan Chai Hong Kong Tel 532 4365 Fax 532 4111 Dear Client,

Office Angels is advising businesses to plan as far ahead as possible to ensure guaranteed staff (1) during holiday periods There is now a (2) shortage of skilled secretarial and administrative staff and this is expected to get worse over the next twelve months

Businesses which (3) staff with experience of specialist computer applications are the most at (4) You are advised to contact our agency well before the staff are actually needed to be certain of filling gaps with adequately (5) personnel If you don't, it's almost certain that you will be left without the skills needed to (6) your office running smoothly

The reason for the shortage of secretarial staff appears to be a combination of two (7) There has been an increase in demand for secretarial services over the last few years, and at the same time there has been a (8) of students deciding to choose secretarial studies

Office Angels Agency would like to emphasize that businesses should not underestimate the difficulty of (9) experienced temporary staff It is also necessary to make the point that businesses should be prepared for the fact that they may have to pay more for this kind of (10) in the future

(Cambridge BEC 1 Higher Students’ Books, 2016)

In today’s fast-paced work environment, communication can come low down on your list of priorities If you can’t remember the last time you spoke to some of your friends, how do you find time to brief thousands of employees on a regular basis? That said, internal communication plays an integral part in any healthy business strategy If done well it ensures that staff are kept abreast of the visions and values of the company they work for; if done badly it can lead to speculation and rumor

Jenny Davenport, a director of the change management and communications consultancy, People in Business, says ongoing dialogue with staff is a necessity ‘You must educate employees to understand your business if you want them to perform,’ she says ‘Unless you do, people will not trust you when times are bad.’ Communication is also about discussion rather than rhetoric Flat communication devices - email, intranets, employee publications - have a part to play but must be mixed with more interactive methods involving face-to-face contact to encourage response

‘Remember that individuals are different and like to receive information in different ways,’ adds Davenport ‘As well as written communication via intranets or traditional employee magazines, team managers must talk to staff about how what they do affects the business Twice a year, ensure employees come face to face with senior management - a conference is ideal.’

Khalid Aziz, chairman of communications consultancy The Aziz Corporation, feels that company-wide conferences are an ideal way to interact with large numbers of staff ‘It is important to organize and plan correctly,’ he says ‘Have a clear aim before you start and be careful not to pack too much in - facts that can be communicated via email, for example, are a waste of conference space Ask for response but don't ask for questions - it always sounds like a threat,’ he adds ‘Get people to raise their hands if they agree with a certain statement about the company and then ask one person to elaborate.’

The intranet plays a big part in the communications strategy at One 2 One, says Neil Lovell, the company’s director of communications ‘Our intranet touches everybody,’ he says

‘We have set up cybercafés for staff who don’t have PC access.’ One 2 One’s intranet carries news and general information and is supported by a monthly magazine mailed to homes, a weekly email update on matters of fact and webchats which staff are invited to join

Getting feedback from employees is the key to hi-fi company Richer Sounds’ communications policy ‘Like other businesses, we run a suggestions scheme The difference with ours is the way it works,’ says John Clayton, training and recruitment director ‘Our

56 chairman Julian Richer reads every suggestion and we answer them all Each proposal is rewarded with up to £25 cash - we find this is more motivational than a big prize to one employee once a year.’

(Pledger, 2015) Choose the correct answer for each case

1 What point is made in the first paragraph?

A Pressures of work have a negative effect on social relationships

B Poor communication can create an atmosphere of doubt

C Keeping records of employees should be a high priority

D Communicating effectively can take up a lot of time

2 According to the second paragraph, staff need to _

A feel involved in communication processes

B be supplied only with relevant information

C feel that the company understands their needs

D be given feedback on how well they perform

3 Davenport suggests organizing company conferences because _

A employees will be able to meet each other

B the role of team managers will be made clearer

C employees will have contact with senior managers

D each staff member will receive the same information

4 What recommendation does Khalid Aziz make about “holding company conferences”?

A Encourage questions about different aspects of the company

B Use email to send information related to the conference

C Explain the purpose of the conference at the beginning

D Invite comments on how the company is viewed

5 What does John Clayton say about suggestion schemes?

A Suggestions can be about any aspect of a company

B More companies should encourage suggestions from staff

C Small prizes for suggestions can be effective

D Staff should be told about each other’s suggestions

6 In today’s fast-moving work environment, communication becomes people’s first priorities

7 Internal communication is an indispensable part in any successful business strategy

8 According to the writer, good communication means using language effectively rather than discussion

9 Company-wide conferences should have as much information as possible

10 According to Neil Lovell, the intranet at One 2 One is popular with all members of staff

A GREAT START TO A PROMISING CAREER

Sally Shoesmith reports on how she's getting a flying start as a management consultant

I've been with for Deloitte for nearly two years now I was originally attracted to this company in my final year at Cambridge I was looking for a company which would put me in the fast lane to promotion and 1realised that, in my case, this meant an organisation with a policy of on-the-job training and development On their website, Deloitte talked about job satisfaction and giving employees the chance to grow and develop throughout their careers, so it seemed a company worth applying for As I discovered at my first recruitment interview, they also place a lot of emphasis on getting professional qualifications, which really impressed me

DeLoitte actually helps employees to reduce the conflict between work and study In my case, this means I've always been allowed to give exam preparation priority over my client work Right from the beginning, my boss, Neil, has gone out of his way to help and encourage me (6) _ I find it's a good moment to discuss solutions to any problems I have with him

Apart from professional qualifications, we're also given plenty of intemal training This includes courses intended to help develop one's organisational, delivery and leadership qualities (7) _ This gave me a really confident and practical start to my work with the firm, as so much of my work involves using exactly these skills

Another thing which attracted me to Deloitte was that you can choose your training method to suit your individual leaming pattems This is because they want us to pass our exams at the first attempt (8) _ Also, I think, when you've got your professional qualifications, you're treated with much more respect by both your colleagues and your clients

When I anived at Deloitte, we went through an initial three-day programme to develop our core skills and introduce us to the firm and our new colleagues (9) _ In the near future, I expect to be passing on the knowledge I have acquired to next year's intake of graduate trainees

We are given formal six-monthly appraisals and, what is more, we are given plenty of advice by peers, managers and partners

Fully funded study towards professional qualifications is a vital part of many careers in Deloitte, and at the moment I'm starting on a Masters degree in Business Management with the London School of Economics (10) _ On the other hand, we are provided with very generous study leave, and the firm has a great track record of success I can see myself working here Far many years ta come, as they're providing me with all the opportunities I need

(Brook-Hart, 2018) Choose the best heading for each paragraph (1-5)

A Help with obtaining professional qualifications ………

C Help and support with my studies ………

D Passing on skills in the company ………

E You can choose your training method ………

Choose the best sentence for each gap (6-10)

A At Deloitte, there's a national 'first time, every time' culture, which makes sense because the sooner you pass exams, the sooner you get down to real work

B For example, there is a course I did quite early on in the job called Introduction to Client Services, which concentrated on presentation, interview, teamwork and writing skills

C He monitors my progress formally, but apart from that, we usually have lunch together once or twice a week

D It is pretty tough, as I have to fit the academic work in around my daily workload

E Naturally enough, much of what I've learnt has been taught me informally by the people I work with

F The firm has agreements with local training colleges, who provide many of the courses graduate trainees follow

Effective communication is essential for all organizations It links the activities of the various parts of the organization and ensures that everyone is working towards a common goal It is also extremely important for motivating employees Staff need to know how they are getting on, what they are doing right and in which areas they could improve Working alone can be extremely difficult and it is much easier if someone takes an interest and provides support Employees need to understand why their job is important and how it contributes to the overall success of the firm Personal communication should also include target setting People usually respond well to goals, provided these are agreed between the manager and subordinate and not imposed

However, firms often have communications problems that can undermine their performance In many cases, these problems occur because messages are passed on in an inappropriate way There are, of course, several ways of conveying information to others in the organization These include speaking to them directly, e-mailing, telephoning or sending a memo The most appropriate method depends on what exactly it is you are communicating For example, anything that is particularly sensitive or confidential, such as an employee’s appraisal, should be done face-to-face

1 added value (n): giá trị gia tăng

2 administrative cost (n): chi phí hành chính (chi phí quản lý doanh nghiệp, gồm các chi phí về lương nhân viên bộ phận quản lý doanh nghiệp; bảo hiểm xã hội, bảo hiểm y tế, kinh phí công đoàn; chi phí vật liệu văn phòng, công cụ lao động, tiền thuê đất, thuế môn bài; dịch vụ mua ngoài (Điện, nước, điện thoại, fax, bảo hiểm tài sản, cháy nổ .); chi phí bằng tiền khác (tiếp khách, hội nghị khách hàng .)

3 an enabler (n): người hỗ trợ, nhà cung cấp dịch vụ

4 authoritarian (a): độc đoán, độc tài

6 devolved HR (n): quản trị nhân sự phân quyền

7 employee buy-in (n): sự đồng thuận và ủng hộ của nhân viên

8 employee coverage (v): bảo hiêm cho nhân viên

9 employee review scheme (v): kế hoạch đánh giá thành tích nhân viên

10 financial constraint (n): rào cản hoặc hạn chế về tài chính

11 greenfield (n) người mới vào nghề, lính mới, nhân viên mới

12 groundless accusation (n): lời buộc tội vô căn cứ

13 human capital management (n): quản trị nguồn nhân lực (tổng thể những hoạt động giải trí, chủ trương và những quyết định hành động quản trị tương quan và có ảnh hưởng tác động đến mối quan hệ giữa doanh nghiệp và cán bộ công nhân viên)

14 inter-departmental quality circle (v): nhóm kiểm soát chất lượng liên bộ phận

15 internal customer (n): khách hàng nội bộ (các cá nhân, đội nhóm đang làm việc hoặc tham gia vào sự điều hành của doanh nghiệp, được hưởng những chính sách đãi ngộ từ doanh nghiệp)

16 key deliverable (n): thành phẩm, sản phẩm hoặc kết quả quan trọng mà một dự án hoặc công việc cần đạt được

17 labor turnover (n): lượng nhân viên nghỉ việc

18 line manager (n): người quản lý trực tiếp

20 offshore (n): chủ thể kinh doanh hay tài khoản vốn ở nước ngoài

(thường là quốc gia có ưu đãi về tài chính, luật pháp và thuế)

21 performance culture (n): văn hóa hiệu suất

22 performance target (n): mục tiêu hiệu suất làm việc

23 policing role (n): vai trò giám sát

24 remuneration package (n): gói tiền lương và các phúc lợi, gói thù lao thanh toán

25 retail footprint (n): sự hiện diện của doanh nghiệp bán lẻ trong một khu vực cụ thể hoặc trên thị trường nào đó (vd tổng diện tích kinh doanh của doanh nghiệp)

26 seasonal variation (n): thay đổi/ biến đổi nhân sự thời vụ

27 senior management (n): quản lí cấp cao

28 skills audit (n): thẩm định kỹ năng (đánh giá mức độ thành thạo kỹ năng của nhân viên, từ đó xác định lỗ hổng hoặc cơ hội phát triển cho từng cá nhân)

29 skill-supply demand (n): nhu cầu nâng cao trình độ/ nâng cao kỹ năng

30 sustainability ranking (n): xếp hạng chỉ số phát triển bền vững

31 to cascade (v): khuyếch đại, đẩy mạnh

32 to ratify (v): phê duyệt, phê chuẩn

33 to soften a disagreement (v): làm dịu đi sự bất đồng, xoa dịu bất đồng

35 total quality management (n): quản lý chất lượng toàn diện (phương pháp quản lý của một tổ chức, doanh nghiệp, tập trung vào chất lượng dựa trên sự tham gia của tất cả các thành viên nhằm đem đến sự thành công thông qua sự hài lòng của khách hàng và đem lại lợi ích cho tổ chức, xã hội)

36 transactional HR (n): các hoạt động nhân sự thuần túy hàng ngày

37 transition (n): sự chuyển tiếp, sự quá độ

38 unanimous (adj); nhất trí, đồng lòng

39 workstation (n): nơi làm việc, bàn làm việc của nhân viên

40 workforce capacity (n): tổng lượng nhân sự doanh nghiệp có thể đáp ứng

1 autonomy (n): tính tự chủ, sự chủ động

2 bonus payment (n): khoản tiền thưởng

4 contingency plan (n) kế hoạch dự phòng

6 disciplinary record (n): hồ sơ kỷ luật

7 enterprising (a): dám nghĩ dám làm

9 exemplary performance (v): hiệu suất làm việc mẫu

10 exit interview (n): phỏng vấn thôi việc

12 fixed-term contract (n): hợp đồng có thời hạn

13 golden hello (n): tiền thưởng đầu quân (cho công ty)

14 ground rule (n): nguyên tắc cơ bản

15 high-level achiever (n): người đạt thành tích cao

16 internal transfer (n): luân chuyển nội bộ

17 knock-on effect (n): hiệu ứng dây chuyền

18 labour pool (n): guồn cung ứng lao động

19 labour surplus (n): lao động dư thừa

20 length of service (n): thời hạn phục vụ

21 mentoring activity (n): hoạt động hướng dẫn nhân sự

22 pay off (v): trả hết; thành công

27 pregnancy plan (n): kế hoạch thai sản

28 promotion vs demotion (n): thăng chức vs giáng chức

29 redeploy (v): bố trí lại (nhiệm vụ, cương vị mới cho ai)

30 redundancy payment (n): trợ cấp thôi việc

31 resourcing mix (n): hỗn hợp các phương thức phân bổ nguồn lực

32 retainer (n): người được giữ lại

33 sales projection (n): dự báo doanh thu

37 succession planning (n): quy hoạch nhân sự kế nhiệm

38 temp (n): nhân viên tạm thời

39 wage inflation (n): lạm phát tiền lương

40 warehousing (n): việc trữ kho, lưu kho (quản lý cung ứng, tổ chức đầu vào và đầu ra của hàng hóa)

2 aptitude test (n): bài kiểm tra năng lực

3 brief (v): tóm tắt; chỉ dẫn

4 candidate profile (n): hồ sơ ứng viên

5 disposition (n): tính khí; sự bố trí nhân sự

6 fringe benefits (n): phúc lợi bổ sung (phúc lợi mà chủ doanh nghiệp dành cho người lao động bên cạnh tiền lương, như bảo hiểm, chi phí đỗ xe, kỳ nghỉ, trợ cấp lương hưu, nghỉ ốm)

7 high calibre (a): có năng lực, quy mô lớn

8 ice-breaking (n): kỹ thuật phá băng (kỹ thuật để bắt đầu một sự kiện hoặc buổi đào tạo hoặc làm quen)

10 in-tray exercise (n): bài kiểm tra tình huống thực tế để kiểm tra khả năng làm việc dưới áp lực của ứng viên (khi tuyển dụng)

12 panel interview (n): phỏng vấn cùng một hội đồng phỏng vấn

13 penetration pricing policy (n): chiến lược định giá thâm nhập thị trường

14 person specification template (n): mẫu đặc điểm nhận dạng

15 plug-and-play worker (n): nhân viên làm việc được ngay mà không cần đạo tạo

16 probation (n): tập sự/ thử việc

17 to prompt (v): nhắc; thúc đẩy

18 psychometric testing (n): kiểm tra tâm lý

19 reinstate (v): khôi phục lại, phục hồi (chức vụ)

20 salary deduction (n): khấu trừ lương

21 seagull manager (n): người quản lý kiểu hải âu (chỉ xuất hiện khi có vấn đề, quyết định vội vã khi chưa hiểu rõ vấn đề, và để lại những rắc rối mà người ở lại phải xử lý)

22 sequential interviews (n): phỏng vấn tuần tự

23 shortlist (n): danh sách rút gọn

25 tax incentive (n): ưu đãi thuế

29 track record (n): lý lịch chuyên môn; lý lịch nghề nghiệp

30 track route (n): lộ trình theo dõi

32 work rage (n): cơn thịnh nộ trong khi làm việc

33 working practice (n): phương thức làm việc, thói quen làm việc

1 abstract conceptualisation (n): khái niệm hóa trừu tượng (tiếp cận kiến thức trực tiếp trên những khái niệm tổng quát, trừu tượng)

2 ad hoc (adj): tùy biến, mang tính đột xuất

3 ad hoc request (n): yêu cầu đột xuất

4 aptitude (n): năng khiếu; năng lực

5 be out of the loop (n): bị cho ra rìa, không cập nhật

6 breakout area (n): khu vực phân nhỏ tách riêng ra trong một nhóm hay khu vực lớn

7 breach of rule (n): sự vị phạm luật lệ

8 bully (n): sự chèn ép, ăn hiếp

9 company premise (n): mặt bằng kinh doanh, mặt bằng công ty

10 dock the wage (v): cắt giảm tiền công

11 downsize (n): tinh giản biên chế, cắt giảm nhân sự

12 duvet (n): nội dung kiểm tra các lợi ích và nhược điểm của một sản phẩm hoặc dịch vụ cụ thể

13 ergonomics (n): công thái học (thiết kế sản phẩm hoặc bố trí môi trường nơi làm việc sao cho chúng thật sự phù hợp với người lao động)

14 fast-tracking (n): thực hiện song song các hoạt động để đẩy nhanh tiến độ

15 fast track (n): sự thăng cấp nhanh

17 in-tray (n): khay đựng công văn đến

18 job rotation (n): luân chuyển công việc

19 learning decay (n): sự giảm thiểu khả năng học của con người

20 milk round (n): chuyến đi tuyển dụng sinh viên của các doanh nghiệp lớn để hút nhân tài ở các trường đại học

21 on-the-job training (n): đào tạo tại chỗ (giúp nhân viên có được kiến thức thực hành tại nơi làm việc)

22 pro development (n): phát triển chuyên môn

23 residential course (n): khóa học toàn thời gian

24 retention (n): giữ lại (trong môn học này là sự giữ chân nhân viên)

25 sickout (n): cuộc đình công tập thể lấy cớ là bị bệnh

26 stoppage (n): sự ngừng làm việc (trong một nhà máy nhất là do bãi công), số tiền do chủ trừ vào tiền lương (để đóng thuế, bảo hiểm )

27 repetitive strain injury (n): chấn thương do vận động lặp đi lặp lại quá mức

28 understaffed (adj): thiếu nhân viên; thiếu người

29 walkout (n): việc rời khỏi nơi nào (thường là cuộc họp) để thể hiện phản đối hay bất mãn

30 wildcat strike (n): đình công tự phát

31 work-to-rule protest (n): đình công theo luật (hình thức phản đối của công nhân, trong đó họ tuân theo chặt chẽ các qui định của chủ và từ chối không chịu làm thêm giờ, ngoài giờ )

Tiêu đề	Tiếng Anh Chuyên Ngành Quản Lý Nhân Sự
Tác giả	Ts. Nguyễn Quang Nhạt, Ths. Từ Văn Năm, Ths. Nguyễn Thị Thanh Trúc
Trường học	HCM University of Banking
Chuyên ngành	English for Human Resources
Thể loại	Workbook
Năm xuất bản	2023
Thành phố	Thành phố Hồ Chí Minh

Định dạng
Số trang	71
Dung lượng	1,48 MB