Recruitment 1 E-recruitment
4
2
8
Socialnetworking
3 Thewar for talent:Generation Y
72
Training 4
Executive education
5
E v a l u a t i ntgr a i n i n gp r o g r a m m e s
6 Apprenticeships
76 20 24
Payand reward 7
pay Executive
28
8
Benefits
9
B o n u s ea s n di n c e n t i v e s
32 36
Diversity 10 Ethnic diversity 1 1 G e n d eer q u a l i t y
40 44
1 2 H i r i n gl o c a l l yo r a b r o a d
48
Strategy 13 Buitding a strong HRbrand 14 E-firing
52 56
HRdocuments 1 5 J o ba d v e r t i s e m e n t
50
15 Letterof appointment
64
17 Performance appraisalrecord
68
18 Staffsatisfactionsurvey
72
CheckTests
76
Answerkey
80
Glossary
90
Thisunitlooksat thewaysin whichemproyers areusingtechnotogy in the recruitment process.
Discuss thesequestions. 1 Whenyouarethinkingaboutyourfuturecareer, howcanyoufindoutaboutthedifferent companies andorganisations youcouldworkfor? 2 Whatsortof process do youhaveto gothroughin orderto geta job?Describe thevariousstages.
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Understandingthe mainpoints Readthearticleontheopposite pageandanswerthesequestions. 1 Whichmodern technological resource arecompanies nowusingto recruitthenextgeneration of employees? 2 Besides theirownwebsite, whichtwoothertypesof sitearecompanies usingto attractandrecruit graduates? 3 4 5 6
At whichstagein therecruitment process is onlinetestinguseful? Inwhichtwomainwaysis thisgenerally usefulto bothemptoyers andgraduates? why is it important forcompanies give quick to automated feedback?
Whyis it notsufficient forcompanies simptyto usetheirownwebsite to attractyoungrecruits? 7 Whatarecompanies tryingto achieve byengaging withpotential employees outsideof thecompany's ownwebsitedomain? 8 According to thearticle,area[[employers proficient at usingwebresources to attractandrecruit yet? employees
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Understandingdetails Readthearticleagainandanswerthesequestions. 1 Whichwelt-known Internet siteis playing a majorrolein ErnstandYoung's recruitment strategy? 2 Whatistheworld'slargest onlinerecruitment group? 3 Givea specific example of howonlinetestingis useful,firsttyto thecompany andsecondly to the job applicant. potentiaI 4 Whichvirtualworldaresomecompanies usingin orderto meetpotential recruits? 5 Howcanpotential recruits usethatresource to meetandtatkto company employees? 6 whichothertwo Internet forumsdo employers useto meetyoungpeople? 7 onceemployers havemadecontact withyoungpeople, howdotheykeepthoseyoungpeople interested in them?
U N I T1 ' " E - R E C R U I T M E N T
servicesof companiessuchasMonster, Onlinerecruitment: the world's largestonline recruitment group,they areusingonlinetechnology Shoppingfor talent zo to speedup the applicationprocess.
Internet,outsidetheir own web doyounger-Beneration mains.Tech-sav\T. individuals now entering the job market spend much of their lives This allows candidatesto find out online and expect recruiters to be there,too. detailsaboutthejob they areapplying F Forcompanies. thismeans engaging for and completethe first stagesof 65 in the online social networkingthat the application. by Sarah Murray plays such an important part in the C Oneimpoftantpart of this processis way youngrecruitsinteractwith their onlinetesting.Takinga practiceteston peers.As well as social networking a corporatewebsitemeansan individual can measurethemselvesagainst sites,virtual worlds such as Second Life also provide opportunities to the standards of thecompanyin areas whose :o such as numeracy,for example.For engageprospectivecandidates, 'avatars'(inventedonline characters) companies,thesetestscan weed out can interactwith thoseof the compainappropriatecandidatesbefore they ny's employees. haveevenstartedthe applicationproG Much of the real powerof the Interthey savetime cess.And for graduates, net in recruitment exists in these :s and money.If they don't measureup, can they can withdraw from the process externalsites.wherecompanies without having to spend time on build an employer brand and tap into potentialrecruitsby engagingin application forms or travelling to issuesabout which theseindividuals anothercity. D It is importantfor companiesto folarepassionate. This meanscompanies needto establisha presencein everylow up with automatedfeedbackon thing from chatroomsto blogs. the tests,however.Candidateswho do A Since2007, Ernst & Young'srecruitwell in practice tests and receive H But while someforward-thinking ment strategyhas included a pageon instant feedback telling them that 85 companies aredoingthis,manyrecruitFacebook.On the site,job candidates ershaveyetto tapinto theseaudiences. canmeetstudentsgainingwork experi- +s they'veexceededthe standardrequire'Organisationsare a bit unsureat the mentsfind that very encouraging,and ence,participatein opinion polls and join discussiongroups,whosetopics moment of how to take advantageof so tendto stick with the companyand this,' says Emma Parry, Research continuetheir application. cover everythingfrom psychometric Fellow at CranfieldSchoolof ManageE However,the web offers more than testingto working in China. ment. 'But it's somethingthey'll have B However, the accounting firm's so automatedform filling, particularly when it comesto identifying the best to do in the future because,for this l0 move into social networking is only generationof recruits,that'sthe way community. talentamongthegraduate can oneexampleof thewaycompanies Traditionally, companiesthought they communicate.' usethe web to attracttop talent.Some abouthow to find the right candidate. companieshaveextendedtheir useof the Intemetin the recruitmentprocess ss Today,however,they think abouthow the right candidatecan find them and are using web tools very effecby ' settingup shop'in otherpartsof the tively. As well as making use of the
in a virtual world
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Searchingfor information 1
Lookat thesereasonswhy employersparticipatein socialnetworkingsites.Tick (/) the ones mentionedin the article.
1 to attract toptatent 2 to havefunplaying on Second Life brand 3 to buildanemployer
4
to tap into potentialrecruits
5 t o l e a r nm o r ea b o u tw o r l di s s u e s
2 Lookat thesereasons whyyoungpeopleinteract withcompanies onsocialnetworking sites. Tick(/) theonesmentioned in thearticle. 1 to develop'avatars' 2 to improve theircomputer skitls groups 3 to joindiscussion
4 to meetinterns polls in opinion 5 to participate
UNITI "
E-RECRUITMENT
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Word search Findthreewordsin paragraphs A andB of the articlewhichfoltowthe wordrecruitment andmatchthe resultingphraseswith theirmeanings. 1 recruitment whosejob it is to helpemployers findnewemployees t ....... a) a setof companies newemployees 2 recruitment p........ b) a planfor recruiting 3 recruitment 9........ c) a seriesof stepswhichresultsin thehiringof newemployees
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families Word 1 Complete the chartwith wordsfromthe article.
2 Complete the chartwiththe corresponding nouns. verb
noun
to attract
1
to extend
2
to withdrawfrom to followup to receive
g
5
Wordpartnerships 1 Matchtheverbsandverbphrases(1-8)with the nounphrases(a-h)to formwordpartnerships process. relatingto the useof onlinetechnology in the iob application 1 to use 2 to complete 3 to followupwith 4 to findout 5 to weedout 6 to take 7 to save 8 to measure themselves
a) inappropriate candidates b) webtoolsveryeffectively test c) a practice d) timeandmoney e) detailsaboutthejob f) thefirststagesoftheapplication g) against ofthecompany thestandards h) automated feedback
Decidewhichactionsin Exercise 1 belongto the candidate andwhichbelongthe company. Oneofthemappliesto both.
U N I T1 "
E-RECRUITMENT
Sentencecompletion A-Cto complete Usephrases fromExercises thesesentences. 1 We havejust spenta monthworkingout our 3 0 g r a d u a t eas n dw i l l r e c r u i t h e ma l l o n l i n e .
for the comingyear.We planto take on
2 W e a r e a v e r y p o p u l a r c o m p a n y t o w o rl nk f a o cr .t , w e w e r e v o t e d o n tehoef t o p - t e n . . . . . . . . l a s t y e a r . 3
S o m ec o m p a n i easr e u s i n go n l i n ew e b t o o l st o a l l o wp o t e n t i arle c r u i t st o . . . . . . . .t h e f i r s ts t a g e so f t h e i r jobapptication.
4
P r a c t i ctee s t se n a b l ep o t e n t i aal p p l i c a n ttso . . . . . . . . t h e m s e l v easg a i n stth e s t a n d a r dos f t h e c o m p a n y .
5 O n l i n et e s t sa l l o we m p l o y e rt so w e e do u t. . . . . . . .. . . . . . . s. o t h a tt h e yd o n ' tw a s t et i m eo r m o n e yv i s i t i n g the companyfor testsand interviews. 6
S o c i anl e t w o r k i n cga nb e a g r e a tw a yt o . . . . . . . .t o p t a l e n t .
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l t i s a n i m p o r t a npt a r to f a c o m p a n y 'tsa s ko f b u i t d i n ga n e m p l o y ebr r a n dt o a p p e atl o p o t e n t i a l young........
g expressions Understandin Choose thebestexplanation foreachwordorphrase fromthearticle. 1 '...whosetopics covereverythingfrompsychometrictestingto ...' ([ines6-8) a) mathematical tests b) testswhichmeasurepersonalityand attitudes 2 '...in areassuchas numerocy...'(lines29-30)
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a ) s k i l tw i t h n u m b e r sa n d m a t h e m a t i c s b) abitityto readnumbersaccurately '... can weedout inappropriatecandidates...'(tines 37-32)
a) selectsuitablecandidates b ) e l i m i n a t eu n s u i t a b l cea n d i d a t e s 'lf they don't measureup, ...'(tine 4 lS) a ) a r e n ' tb i g e n o u g h b ) a r e n ' tc o m p e t e net n o u g h 'Tech-sovvy, younger-generation individuals...'(lines59-60) 5 a ) w i t h s p e c i a l i st e t c h n i c asIk i l l s aboutand ableto use moderntechnology b) knowtedgeable
youknowof areusingthemto interact Visitthewebsites mentioned andseeif anycompanies with potential recruits. Describe thewaysin whichtheyaredoingthis. youknowof andfindoutif theyprovide Visitthewebsites of anycompanies onlineservices for potential practice applicants. Complete a testor twoandseehowyoumeasure up.
Thisunitlooksat thewaycompanies areusingtheirexisting employees to find newones.
Discuss thesequestions. 1 Describe waysin whichcompanies findnewbutexperienced employees in yourcountry. 2 Canyouthinkof anyotherwaystheycoulddo this?Explain yourideas.
Understanding the mainpoints Read thearticle pageandanswer ontheopposite thesequestibns. 1 Whoareemployers increasingly usingto findotherexperienced employees fortheircompanies? 2 Whatis thebenefitfortheemployee whorefersa potential recruit? 3 Whichfeatureof modernlifehasencouraged emptoyers to followthisrecruitment strategy? 4 Givetwoexamples fromthearticleof onlinesocialnetworking communities. 5 Whatarethebenefits forthecompany? 5 Whereis thisrecruitment strategy morecommon, Indiaor the UK? 7 Arethereanypotential disadvantages in recruiting emptoyees viapersonaI referrals? 8 WhatInternet provide resource do someemployers for employees whowantto referfriendsand job candidates? contacts aspotential Understandingdetails Readthe articleagainandsaywhetherthesestatements aretrue (T)or false(F).Correctthe falseones. ldentifuthe partof thearticlethatgivesthisinformation. 1 Companies onlyaskpeoplewhostitlworkforthemto lookfor newrecruits. 2 lndianemployers save75 percentof theirrecruitment coststhroughpersonaI referrals. 3 Emptoyees whobringnewrecruits to a company areusuatly rewarded witha job promotion. 4 Themostanemployee personal canmakefroma UKemployer fora successful referral is f2,000. 5 Jobcandidates whohavebeenreferred go bya frienddo notneedto throughthesametestingano process interview asotherjob candidates. 6 lt is bestif a company doesnotteltthepeopleresponsible forselecting successful candidates the job candidate. nameof thepersonwhohasreferred a specific 7 lt canbea goodideafora company to waituntila newrecruithassuccessfully workedforthecompany forsometimebeforepayinga bonusto thepersonwhorecommended them.
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U N I T2 ' "
S O C I AiLl I E T W O R K I N G
Social networking hits the workplace byAlicia Ctegg peopleknow that havA Career-minded ing a wide circle of friendscan be a good thing in the job market.Now employers are benefiting from the s addressbooks of their employeesby rewarding those who talent-spotfor thecompany. B Almost half of UK employersoffer staff an incentive to get friends and values of the culture they are joining. to makejob applications, ro associates 'The learning curve for becoming accordingto the CharteredInstituteof effective is much shorter,'says Richard PersonnelandDevelopmentin theUK. Jordan, Head of Employer Brand at Also on the increaseareprogralnmes Ernst & Young in London. which encourageformer employees One concem. however. is that referrs to feed back recruitmentleads and F ral programmes restrict the flow of new c o n s i d e r e j o i n i n gt h e c o m p a n yi n ideas into organisations,becauseexistthe future. ing staff are likely to recommend C Growing enthusiasmfor social n e t w o r k i n g h a s m a d e ' p e r s o n a l 50 people who think like they do. G As the popularity of referral zo introduction'popular.'The marketis programmes which offer a reward has very aware of the power of word of risen. so has the size of the reward. A mouth,'saysRichardSpragg,Commucase in point is professional services nicationsManagerat EPC-global. 'It is drivenby businesses firms, where bonuses can range from wakingup f2000 for the appointment of a secre2s to communitiessuchasMySpaceand tary to f 10000 for a partner. However, FriendsReunited.' another concern is that extravagant D Employersmeasurablybenefitfrom bonusesmay tempt staffto recommend referral programmes;they can cut recruitment budgets. According d) names inappropriately. H Some feel that friendship can 30 to one group HR director,in the UK, colour someone's view of a prospec20 per cent of recruits come through tive mate's capabilities. When a employeereferrals,which representa respected employee recommends a 50-per-centcostsaving,while in India friend, employers may be tempted to abouthalf comethroughreferrals,and assume that the candidate will make :s the savingsarecloserto 75 per cent. an equally good colleague. E Keepingcostsdown isn't the only Referral programmes are useful, but attractionof referralandex-employee certain rules are necessary.Rule one is hiring schemes. Justas importantare that referred candidates should be the benefitsthat flow from appointing assessedon the same basis and by the $ someonewho is known to sharethe
samemethodsas externalapplicants. Another safetymeasureis to hide the source,wherepossible,throughwhich zs referralshave enteredthe selection pipeline. Recommendationsarevaluableonly J if they provide candidateswith the requiredskills. Recruitersmust also so planfor how to dealwith appointments that go wrong. To limit their financial exposure,someemployerspaybonuses only after a referred candidatehas completeda probationaryperiod. K One employer invites staff, particularly those in areas of skills shortages, to enrol as 'talentscouts'. They then receive an online magazite that highlights recruitmentpriorities m and offers tips on how to network. They learn how to spot and approach talentedpeoplein order to increasethe talent pool. In some people'sview, though, not paying the recruitment ss bonus until after a probationary period is a clear caseof management avoidingresponsibi Iity.
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U N I T 2 ' > S O C I AtIt E T W O R K I N G
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Word search or formeremployees 1 Findwordsandphrasesin the articlewhichdescribethingsemployees cando to hetpfind newrecruitsfor a company. 1 t o t . . . . . . . - t . . . . . .(.p. a r a g r aAp)h a........(paragraph B) 2 to getfriends to m........j........ andassociates p )h 3 t o f . . . . . . .b. . . . . . . r. .e c r u i t m el .n. t. . . . .(.p a r a g r aB H) 4 to r........afriend(paragraph p )h 5 t o e n r oal sa t . . . . . . .t . . . . . . .(.p a r a g r aK (paragraph lQ 6 to n........ t eedo p l (ep a r a g r alp0h 7 t o s . . . . . . . . a na d. . . . . . . . t a l e n p offerstaffin return 2 Findwordsin the articlewhichdescribewhatcompanies for this hetp. 1 an i........(paragraph B) p h) 2 a r . . . . . . .(.p a r a g r aG p h) 3 a b . . . . . . .( .p a r a g r aG 3 Findwordsor phrasesin the articlewhichfit thesemeanings. youworkfor (paragraph C) 1 the referralof a friendor associate to the company p . . . . . .i.... . . . . . . is givena newjob (paragraph G) 2 whata company is saidto havemadewhena candidate 4........
(paragraph l) thenaccepted or rejected bywhichcandidates areinterviewed, 3 theprocess t h er . . . . . . P . .. . . . assesses whether is recruited, duringwhichthecompany 4 theperiodaftera newemployee (Someemployers do to workforthecompany theyarerightforthejob andcancontinue (paragraph compteted.) bonuses untilthistimehasbeensuccessfutty notpayreferral J) P . . . . . .P. . . . . . . . .
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Word families fromthe articlewhichincludedifferentformsof refer. the chartwith wordpartnerships Complete verb t o . . . . . . . .st o m e o n e to a company
10
noun employee
adjective 3
candidate
adiective .oprogramme
UNIT2 "
SOCIALNETWORKING
Textcompletion thisparagraph. fromExercises A andBto complete Usewordsandphrases C o m p a n i ecsa ns a v ea l o t o f m o n e yb y e n c o u r a g i negm p l o y e etso f i n d n e wr e c r u i t sf o r t h e m .T od o t h i s , . o m ec o m p a n i easr es o w e l lo r g a n i s e tdh a tt h e yh a v e a f i n a n c i a. t. . . . . . . ' S t h e yu s u a l t yo f f e rt h e e m p l o y e e t sotfh e c o m p a n y m o s t u r g e n t l y s e t u p e m p l o y e e . . . . . . . . . . . . . . . . ' t o a d v i s e e m p t o y e e s o n trheectryupi e . . . . ' t o os o o n .T h e ys o m e t i m e s n e e d sS . o m ec o m p a n i easr ec a u t i o u sa b o u tr e w a r d i n tgh e b e f o r ep a y i n gt h e e m p l o y eteh e i r . . . . . . . .l5f a. n w a i tu n t i lt h e n e wr e c r u iht a sc o m p l e t ead. . . . . . . e m p l o y eues e st h e i rf r e et i m et o . . . . . . . .a' n d. . . . . . . . - . . . . . .p. .o/ t e n t i ar le c r u i t st h, e yc a ne a r na l o t o f e x t r a moneyon top of their salary.
Understanding expressions fromthearticte. foreachwordorphrase thebestexptanation Choose people know that ...' (tine1) 7 'Career-minded
2
a ) p e o p t ew h o h a v es t r o n ga m b i t i o n sf o r t h e i rc a r e e r b ) p e o p t ew h o d o n ' tl i k et h e i rc a r e e r '... businesseswaking up to communitiessuch as ...' (lines24-25)
3
a) becomingmoreawareof b ) s a y i n gh e l l ot o t h e i rn e i g h b o u risn t h e m o r n i n g 'The leorningcurvefor becomingeffective...' (tines 42-43)
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a) amountof time it takesto acquirethe rightknowledge b) amountof time it takesto recruit '... bonuses...'(lines58-59) extravaganf
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a) extremelylarge b) additionat '... can colour someone'sview of ...' (tines67-62)
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a ) i n f t u e n cteh e i rj u d g e m e n t b) makethem angry 'Io Iimit their financiolexposure,some employers...' (lines81-82)
7
a) keeptheir financesa secret b ) m i n i m i s et h e r i s ko f l o s i n gm o n e y '.,.to increasethe talentpool.' ([ines92-93) a ) e n c o u r a geem p l o y e etso i m p r o v et h e i rs w i m m i n gs k i t t s b ) r a i s et h e n u m b e ro f h i g h t ys k i l l e de m p l o y e eisn t h e c o m p a n y
to companies of using anddisadvantages 1 Writea shortreportoutlining theadvantages anemployee referral scheme. payments. Writea listof 2 Theincentives mentioned in thearticlearemosttysimplefinancial its employees to bringin newrecruits. couldincentivise otherwaysin whicha company 77
of a future Thisunitlooksat thewayin whichyoungrecruits'expectations jobandemployer arechanging.
thesequestions. Discuss thatyouwouldlookfor in a futureemployer? 1 Whatarethemainfeatures factors thatyouwouldlookfor in a job or career? 2 Whatarethemostimportant
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search tnformation eachsentence, pageandtick(/) theitem(s)thatcomplete Readthearticleon theopposite to the article. according to as: generation recruits areoftenreferred ofcompany 1 Theyoungest X. b) theMiltennials. c) GenY. a) Generation are: theirpriorities theirfuturecareer, 2 Whentheyconsider workschedule. e) flexibte car. a) largecompany f) ethicatemployer. b) highsatary. g) gtobatexperience. balance. c) goodwork-life opportunities. year. per h) career development weeks'hotiday d) eight Y to helppeoplewhoareless finda varietyof waysto atlowGeneration 3 Companies in wayssuchas: thanthemselves fortunate c) workingforforeigncharities. lessons. a) takingscuba-diving roundtheworldfora year. d) backpacking b) raisingmoneyfor charity. with thanolderemployees morecomfortable Y employees aregenerally 4 Generation as: such technologies workstylesandcommunication modern d) a) Internet-basedcommunications.e-mailing. applications. e) videoconferencing b) textmessaging. f) virtuat teamwork. c) webapplications.
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themainpoints Understanding Readthearticteagainandanswerthesequestions. working? in flexible keento engage 1 Whyareyoungemployees to workflexibty? happyto allowtheiremployees 2 Whyareemployers provide sothattheycando this? of modernsocietydo employers 3 Whichfeatures generations did? thanprevious andhumanity fortheplanet moreor lessconcern Y expressing 4 lsGeneration generations of employees? expectto do fasterthanprevious 5 Whatdoesthisgeneration
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UNIT3 "
THEWARFORTALTNT: GENERATION Y
GenerationY: How to keep top talent engaged box', volunteering and community programmes can help address this issue. In addition, job rotations and accelerated leadership programmes can develop young recruits' skills and broaden their horizons by taking them away from their main roles and exposing them to other areas of the business.
.i
G
Global experienceis also highly valuedby Gen Y recruits.Vodafone, ro for example, places high-potential individuals in its other operating companiesaroundthe world as part of their careerdevelopment.While there is a cost to this strategy,if 7s youngerrecruitsare not given these opportunities,they may take them up anyway.Takethe exampleof a young employeewho wantedto develophis by Sarah Murray D Firstly, GenerationY are placing careerby working in India and was : o i n c r e a s i n g i m p o r t a n c e o n t h e m preparedto go on his own ifVodafone A In recent years, many employcompany as an ethical employer. would not facilitatethemove. ers have struggled to meet the No"vadays, there'sa lot of talk about H However,while thedemandsrecruits changingexpectationsof a generation sustainability,whereas a decade placeon their employersmay present of young employees- Gen Y, or the or two ago, it wouldn't have been new challenges,GenerationY also s Millennials,as they are oftenknown :s important. The responsibility of ss bring with them highly valuablenew - who famously expecta high salary companiesto help solvesomeof the skills,particularlywhenit comesto the andplentyof worklife balance. world's social and environmental easewith which theyusetechnology. B Researchhas shown that a hish problemsis certainly rising up the Clobaloperations requirea growing percentage of employeesseeffexib-le young graduate'sagenda;they want amountof virtual teamworkusingwebro working as being extremelyimpor- qo to be assuredthat the companyhas m basedcommunicationschanneland tant, and an even higher percentage ethical practices and policies that videoconferencingtechnology.'These of employersbelieve that offering matchtheir own philosophies. are things that young peopletake for employeesa flexible work schedule E E m p l o y e r s a r e r e s p o n d i n gb y granted,'saysMatthewWhitbourne, is one of the best ways to attractand offering a growing number of SeniorInventorat IBM andEuropean r: retain the besttalent.Many workers +s opportunitiesfor staff to embark on e - sM a n a g e r o f t h e E x t r e m e B l u e feel that the ability to work remotely community work. These include summerwork experiencescheme, (from home) would reduce the fundraising o r v o l u n t e e r i n gc.a r e e r which allows talentedstudentsto stressof their working life. In the breaksor participationin internationgain valuable experienceworking most forward-thinkingof companies, al fellowship programmesthrough on technicalresearchprojects. 'As l therefore,employeesare encouraged so which they can spendtime working tmemployers,we haveto be morecreative to redesigntheir workinglivesto make f o r n o n - p r o f i t o r g a n i s a t i o n si n aboutthis.' them more flexible with the help of developingcountries. state-of-the-art IT andmobiledevices. F Another deciding factor for C However,as well as all the usual GenerationY is the desire to be '. demands, HR andrecruitmentdirectors ss exposedto a greaterrangeof experihavenoticedsomesignificantchanges encesandresponsibilitiesat an earlier in theway youngrecruitsareapproachstagein their career.As well as 'ticking theircareersthesedays. ine the environmentaland social
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6 W h a tmi g h tt h e r i s k sb e t o a c omp an y i f e mp l o y e e sa r e n ' tg i v e nt h e i n t er n a t i on a le x p e r i e n cteh e yw a n t ? 7 W h yi s i t i m p o r t a nfto r e m p l o y e rtso b e a t t r a c t i v teo t h e y o u n g e g r e n e r a t i oinn p a r t i c u l a r ?
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THEWARFORTALENT:GENERATION Y
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Word search in thearticlewhichmatchthesemeanings. Findthe phrases (paragraph 1 changing departments regularly to geta broadrangeof experience F) j r........ 2 waysfor high-flyers to do intensive training to become seniormanagers at a youngage(paragraph F) a . . . ' . . . . 1 " . .p. . . '.". " G) 3 jobtrainingoutsideyourowncountry(paragraph 9........e........ (paragraph to riseto a seniorlevelin a company G) 4 expected h........-p........ aboutthestepsin yourcareer andgettingtherightmixof experience 5 thinkingcarefu[[y andtraining (paragraph G)
c........e........ E
Wordpartnerships fromthe articlewhichdescribe 1 Matchtheverbs(1-6)with the phrases(a-f) to makeexpressions reasonsfor andbenefitsof flexibleworkingin companies. 1 to offer 2 to redesign 3 to usestate-of-the-art 4 to attractandretain
a) b) c) d)
5 to work 6 to reduce
e) thestressof theirworkinglife f) remotely
lTandmobiledevices a flexibte workschedule thebesttalent theirworkinglives
2 Decide whichactionsin Exercise 1 areperformed bytheemployer andwhichonesbytheemptoyee.
E
Textcompletion Usewordsandphrases fromthearticleto complete thisparagraph. TheMittenniats thinkit isveryimportant to choose to workforane........€........', onewhichhasthekind have.Manyof themfeelstrongly andp........'they believe a company shoutd about of ethicat p.......? job. issues. Theydon'tsimpty wishto earnmoney through their Theyatsowantto useit to help t........0 problems. Companies solvesomeof theworld's economic and5........t areincreasingty finding a wayto hetpthemdo thisbyoffering opportunities foryoungrecruits knownasf........u, forworthy to raisemoney, charities orworking forfreefora period, Therearea variety orv........i. of n........p........8 organisations t h e yc a nh e l pb yp a r t i c i p a t i n ig. . . . . . f. . . . . . . .p. . . . . . . . . ' .
UNIT3 "
THEWARFORTALENT: GENERATION Y
Sentencecompletion fromExercises A-Cto complete thesesentences. Usewordsandphrases 1
In orderto attractand retain programme.
individuals, the bestemployersoffera fast-track
2 T h i sm e a n st h a t y o u n gr e c r u i t sw i l l g e t a very broadrangeof work challenges veryquickly, . T h i sm a ye v e ni n v o l v eg o i n ga b r o a da n da c q u i r i n g w h i c ht h e ya c h i e v et h r o u g ha s e r i e so f . . 3
O nt h e o t h e rh a n d ,s o m eG e nY r e c r u i t sa r ea l s oc l e a r l yl o o k i n gt o r e d u c et h e s t r e s so f t h e i r
4
O n ew a yt o a c h i e v e t h i s i s t o t a k ea d v a n t a goef m o d e r nl T a n d. . . which may involveworkingfrom homeseveraldaysa week. schedule,
t o m a n a g ea . . . . . . . .w o r k
H o w e v e rG, e nY d o n ' to n t yt h i n ko f t h e m s e l v e sT.h e ya r ee q u a l l yc o n c e r n etdh a t t h e i re m p l o y e r , c ha s h e l p i n gt o s o l v es o m eo f t h e w o r l d ' se c o n o m i c s h o u l dr e f l e ct h e i r . . . . . . .p. h i l o s o p h i e s u a n d. . . . . . .o. r o b l e m s . I n r e s p o n s teo t h i s ,m a n ye m p l o y e ros f f e ro p p o r t u n i t i efso r h e t p i n go t h e r st h r o u g hu n p a i d . . . . . . .p. r o g r a m m e s . U nderstand in g expressions Choosethe best exptanationfor eachphrasefromthe article. 7 '...rising up the younggraduate'sagendo...'(lines38-39)
2
a ) b e c o m i n gm o r ei m p o r t a ntto b ) i n c r e a s i ntgh e a m o u n to f j o b i n t e r v i e wtsh e yg o t o 'As well as"ticking the environmentaland socialbox",...' (lines 57-59)
3
a ) i m p r o v i n tgh e i rs o c i a l i f e b ) m e e t i n gt h e i rd e s i r et o h e l pp e o p l ea n dt h e p l a n e t '... and broaden their horizonsby ...' (line 64)
4
a) provideopportunitiesfor travel b) givethem widerexperience 'Thesearethings that youngpeopletakefor granted,...'(lines97-93) a) expectto be on offer b) altowus to do
1 Whatdoyouthinkabouttheexpectations whichGeneration Y haveabouttheircompany andtheir career? Dotheyreflectyourowncareer aspirations andexpectations? Doyouhaveanyotherpriorities? yourideas. Explain 2 Visitthewebsiteof a fewcompaniesyou areinterested in andwritea shortreportonwhether they provide thekindof career development, votunteering opportunities andworkingstylesdescribed in thearticle. 15
programmes Thisunit exploresthe executive educationand leadership on offerto emptoyees in largeAustralianorganisations. andmanagers
Discuss thesequestions. provide: 1 Whydoyouthinkcompanies a) executive training to existing employees? programmes b) teadership development to newgraduate recruits? programmes, 2 Somecompanies develop andruntheirowntraining whitstothersengage external partners to helpthem.Whataretheadvantages anddisadvantages ofeachapproach?
tr
mainpoints Understandingthe Readthearticteontheoppositepageandsaywhetherthesestatements aretrue(T)or false(F). Correctthe falseones. 1 Well-established trainingproviders areconducting courses in AsiaforAustralia-based managers. programmes 2 Customised arethemostrapidlyexpanding areain executive education in Australia. programmes numberof emptoyers detivered 3 Anincreasing arechoosing byfacilitators withan extensive trainingbackground. courses runby MGSMfor Qantas arepartof a widertrainingprogramme. 4 Theresidential prepare less-experienced employees forfutureleadership challenges. 5 Someprogrammes programme development wasdesigned forexisting managers. 6 TheBHPleadership in theAccelerated Learning Laboratory focuson tasksandissuesspecific to theirwork. 7 Participants
tr
Understandingdetails Scanthe articleagainquicklyto find informationto completethesenotes.
16
PYograttuLt /Lel
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e exeor,tttv e f ov,r-d ag L*evr,sLv course edwcatLow
three-gear Leadershr4 wt 7YogYa vwrwe dteveLopr,t't'e
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Provtvder:
ProvLdersz
MeLbowrweBusi,wess sohooL (r"tss)
Pavtwels2
.......:
Pa*weYsl
ALw,":
ALvw:
ALw+:
c,oyyL?awtdl
c,onL?awtAl
Covwlaw}l
........'
U i l l T 4 " " f X I { U T l V g[ ] U { A l l C N
Tailoredprogrammesbuild leadershipskills 6s retain and developlocal talent, some c o m p a n i e sa r e t u r n i n gt o b u s i n e s s educationto help prepareyounger or less experiencedemployeesfor 25 futureleadershiproles. D I BHP Billiton recentlylauncheda three-yearleadershipdevelopment programmefor 900 new graduates. 'BHP want to make surethat the oarticipantsarepreparedfor leaderihip zs challengesin the early phaseof their careerand adoptthe culture of BHP,' saysMr Seyboltof the MBS, which is running the programmein partnership 35 with universitiesin Santiago,Chile, E s0 andin CapeTown. 'So they will want to staywith the corporationfor a much longerpart of their career.' The desireto preparefuture leaders J for their rolesmore quickly and comss prehensivelyalsoled to the launchlast yearof theAccelerated LeamingLaboratory,a collaborativeventurebetween by Leodora Moldofsky theAGSM, the Universityof Sydney F A In the past 10 months,four groupsof School of Psychology and seven so commercialpartners. seniormanagersfromAxa Asia Pacific K Holdingshaveundergone an intensive About4OQantasemployees aresoon executiveeducationcoursedesigned to starttheprogramme,which includes s to deepentheirknowledgeof who they simulations,role-play,team-building areandwheretheir employeris going. and strategyexercises,as well as B Eachfour-dayresidentialcourse,run os coachingandon-the-jobassessments. 'The programmeis very practical,as by MelboumeBusinessSchool(MBS) the issuesthe participantsfacein their at a beachfrontHong Kong hotel, work aresimulatedin thelab,'saysMs ro has cost around HK$700,000,says G Qantashasnot yet formally assessed Lonergan.'They areableto practisea ShubhroMitra, RegionalOrganisa- ss the extent of the increasedcapability pro- r00new skill in a very safeenvironment tional DevelopmentDirector for Axa resulting fromitsseniorexecutive gramme.But Ms Lonerganstresses in HongKong.Alocal programmemay and then comeback to the workDlace havecostless,he says,but 'I don't that the residentialcoursesrun by andapplyit.' rs think rve could have got the compeMGSM are only one part of a ninero month programmethat also includes tenceand quality we are gettingfrom theMBS.' executive coaching and on-thejob training. C While institutions in Asia now o f l e r a w i d e r a n g eo f e x e c u t i v e H As employersincreasingly view educationcourses,a growing number executiveeducationas a kev tool to of Australia-based companies are engaging well-established business education providers to deliver programmes for their managersbased in Asia or even further away. Customised programmes (designed for one company) are the fastestgrowing segmentof the executive 'The education field in Australia. most important thing for us was to flnd a partner who was really prepared to put their content together in a way that was most useful for us,' says Kate Lonergan, who overseesmanagement development at Qantas. The Australian airline has partnerships with two business schools: Macquarie Graduate School of Management (MGSM) runs its in-house senior executive progralnme, while the Australian Graduate School of Management (AGSM) in Sydney runs a customisedprogramme for its emerging leaders. When choosing prograrnmes, more employers are opthg for those led by facilitators with signifi cant real-world 'The real test for business experience. us in selecting a programme is who is conducting [it],'says Mr Mitra 'The atAxa. MBS facilitator was great because he lvasn't a professor; he was a former chief executive.'
FT
t7
UNIT4 "
EXECUTIVE EDUCATION
tr
Wordfamilies thechart. Complete verb
noun(person) 1
to facilitate
to train
trainer
facilitation 2
3
4
to participate
5
6
to partner(with)
7
8
to collaborate
9
10
to lead
tr
noun(activity)
Word search in thearticlewiththesamemeaning asthewordsin italic. Findwordsor phrases (paragraph programme. A) haveparticipoted in theseniorexecutive 1 A limitednumberof employees processes. andunderstanding ofmanagement 2 Theaimofthecourseisto enhance theirowareness (paragraph A) froma localbusiness school.(paragraph C) 3 Wearehiringa facilitator (paragraph development. D) trainingand superuises theoutsourcingof 4 KateLonergan in practicaI skitts.(paragraph F) arechoosing courses whichprovide a solidgrounding 5 Manycompanies (paragraph An facilitator is leading the course. 6 experienced D (paragraph l) [astSeptember. 7 Werolledout ournewtrainingprogramme (paragraph participants l0 wittbeableto puf newskillsinfopractice. 8 Following thecourse,
tr
words Scrambled Usethe definitionsto help you unscramblethe phrasesfrom the article. 1 a coursewith accommodation at the trainingvenue(paragraphB) D E E A T I R I NEL O S CSUR 2 trainingdesignedto meetthe specificneedsofthe participants(heading/ paragraphD) EDTRIALO MGSMPRAREO IUSCODTEM MSG S M P R A R E O 3
how executives identifutheir own strategiesfor achievingspecificgoals(by receiving guidanceratherthan advice)(paragraph G) UTEEEIVCX NCAHGIO
4
G) learningby observingfellowemployeesperforminga task (paragraph ON-ETH.BR O IJG I N N T A
18
UNIT4 "
E
EXECUTIVE EDUCATION
Vocabularydevelopment Matchthesephrases(1-6) with their meanings(a-f). 1 o f f - t h e - j otbr a i n i n g
tr
a ) a l e a r n i n gp r o c e s tsh r o u g hw h i c ha n i n d i v i d u arIe c e i v e s f r o ma m o r ee x p e r i e n c epde r s o n e x p e r ta d v i c ea n d g u i d a n c e
2
o p e nc o u r s e s
b ) t r a i n i n gw h i c hi s r e c o g n i s ebdy a n o f f i c i aol r g a n i s a t i o n
3
mentoring
c ) t r a i n i n gw h i c hi s h e l do u t s i d et h e p l a c eo f w o r k ( d e v e t o p e d a n dd e l i v e r e b d y t h e c o m p a n yo r a n e x t e r n a l t r a i n i npgr o v i d e r )
4
i n - h o u s ep r o g r a m m e s
e h i c hi s d e l i v e r e tdh r o u g ha d ) a n e d u c a t i o np r o g r a m mw c o m b i n a t i oonf t r a i n i n ga p p r o a c h e s u , c ha s e - l e a r n i n g , e - m e n t o r i n gw,o r k s h o p a s n d o n - t h e - j otbr a i n i n gt o p r o v i d e c o n v e n i e n caen d c h o i c et o e m p l o y e e s
learning 5 ftexibte
e ) t r a i n i n gw h i c hi s h e t da t t h e p l a c eo f w o r k ( d e v e l o p eadn d d e t i v e r eb d y t h e c o m p a n yo r a n e x t e r n atlr a i n i n gp r o v i d e r )
6
f ) c o u r s e sa n ds e m i n a r w s h i c ha r ea v a i t a b lteo t h e p u b t i c
a c c r e d i t etdr a i n i n g
Sentence completion Usewordsand phrasesfrom Exercises C and D to completethesesentences. 1 A.......
a l l o w sp e o p l ew i t h s i m i l a rt r a i n i n gn e e d st o l i v e ,l e a r na n d n e t w o r kt o g e t h e o r utside
the officeenvironment. 2 V a r i o u sp r o f e s s i o nrse q u i r et h e i rm e m b e r st o u n d e r g o
. . . . . . .p r o g r a m m et so e n s u r et h a t
a s p e c i f i sc t a n d a r do f t r a i n i n gh a sb e e nr e a c h e d . 3 . . . . . . . .. . . . . . . i.s a c o n v e n i e w n ta yf o r e m p l o y e ewsi t ha v a r i e t yo f [ e a r n i nnge e d so r t i m ec o n s t r a i n t s t o d e v e l o pt h e i rs k i l t sa n d k n o w l e d g e . yea f irt ss ooeff x p e r i e n c ej tuon i o r t a l e n t i n a 4 ........isoftenaneffectivewaytopassontheben p e r s o n aaI n dc o n f i d e n t i awl a v . u s u a l l yh a v ea s p e c i f i cl e a r n i n g o a l ,b u t t h e ya r en o t t a i l o r e dt o o n e i n d i v i d u a l or organrSailon. . . . . . . .h . e t p se m p l o y e et so g a i nd e e p e kr n o w l e d gbey o b s e r v i nogt h e r sp e r f o r m i n g 6 ........-..... differentprocesses and procedures.
1 W h i t em a n yc o m p a n i esse n dt h e i re m p l o y e eosn o p e nc o u r s e sc, u s t o m i s epdr o g r a m m easr eb e c o m i n g popular.Makea list of the advantages increasingly and disadvantages of eachtype of programme. 2
Describea course,trainingprogramme, seminaror lecturethat you haveattendedor beeninvolvedin. Whattype of coursewas it?Whatwerethe objectives? WhateducationaI or professionaI backgrounddid the participantshave?What backgrounddid the facilitatorshave?Did it involvean outsideagency?In y o u ro p i n i o nh, o w s u c c e s s f uwla st h e c o u r s e ?
19
Thisunit examines the chal[enges involvedin assessing the impactof g program corporatetraini n mes.
Discuss thesequestions. 1 Howcanorganisations programmes? evaluate thesuccess of traininganddevelopment 'hard (e.g.lTskitlsandsalestraining) 2 Whichdo youthinkis easierto evaluate: skills'training or 'softskills'training (e.g.negotiation andpresentation skillstraining)? Why?
tr
Understandingthe mainpoints pageandanswerthesequestions. Readthearticleon theopposite 1 Whatdoesimmediate feedback, suchasanemployee survey, revealabouta trainingprogramme? 2 Inwhatwayis immediate feedback lessusefu[? 3 Whyaretheresultsof hard-skitts trainingeasyto see? programme 4 Howcantheimpactof a leadership development beevaluated? 5 Howmighttrainingbenefitanorganisation duringa restructuring or change of strategy? 6 According to Herv6Borensztejn, at whatstageof developing a trainingprogramme shouldcourse evaluation beintegrated? performance? 7 ln addition to trainingprogrammes, whatotherfactorscouldleadto a change in business
Understanding details Read thearticle againandmatch thesentence halves. programmes 1 Evaluating training
a) is difficult to measure because it is abstract.
2 Theimpactof soft-skills training
b) implement whattheyhavelearnt
learning initiatives, anemployee's 3 Toevaluate
immediately afterthecourse. c) canidentify anemployee's currentcareer statusandhisor herootential. d) isa challenging taskforeducation managers. period e) canbetracked overa of time.
careerprogress university 4 A goodcorporate participants 5 Tomonitortheeffectsof training, shouldbeaskedto
20
UNIT5 "
EVALUATING TRAINING PROGRAMMES
Returnon investmenf More an artthan a science In technical training, payback can often be seen quickly and easily. Health and safetytraining, for examzo ple, may result in fewer accidentsin the workplace,andsalestrainingmay lead to highersales. 'Soft skills'training, suchasleaderD ship development,team-building x negotiation skills, is much harder to evaluatebecauseit is moreabstract.Its impact,however,can be measuredby observinghow quickly managerswho havetakenpart in a leadershipdevelio opment programmeare promoted comparedwith thosewho havenot. . E One areain which this is possible is successionmanagementand highpotential development. 'A main 35 concernat senior level is ensuring a flow of managerswho canfill thepositions that open up,' says Gordon Shenton,who leads a project at the EuropeanFoundationfor Manage40 ment Developmentaimed at raising the standardsof corporateleaming. F He believesthat someform of system that tracks employees' career progressover a period of time helps +s evaluatewhetherlearning and devel'It's opmentinitiativesarepaying off. whether you've really known where people are in their careersand what theirpotentialis - andthe goodcorposo rate universitieshave made this link very carefully,'hesays. G In periodswherea companyis going through restructuringor a changeof strategy,it is also possibleto assess ss how training is acceleratingthat proc e s s .' l f s o m e t h i n gi s g o i n g o n i n the firm, we measureour ability to push it through and what the learning and development community has C
by Sarah Murray A 'If you think educationis expensive, try ignorance,'said Derek Bok when he was Presidentof Harvard University.While this may be ffue, it provides s little comfort for those education managerstrying to estimatethe effectivenessof their company'slearning and developmentprogrammes. B While 'happy sheets' - surveys 10 conductedafter a training programme - provide an insight into eachparticipant's reaction to the training methodology,the instructorsand the overall learning environment,they 1 5 reveal little abouthow it hasenhanced businessoerformance.
oo contributedto that,'saysJulieMorgan, UK Head of Learning and DevelopmentatKPMG. H The most obvious area to watch when working out how training is os benefitingthe organisationis the way it ties in with a company'sbusiness objectives.Herv6Borensztejn, Headof the CorporateBusinessAcademyat EADS, the Europeanaerospace com70 pany, believes companiesshould focuson measuringthebusinessimpact of any learning and developmentprogrammebefore it has even been put together.'You needto integratemea?s surementinto the way you designthe programme,'hesays.'So you might havesomeactivitieswherepeoplehave to implement what they've learnt directly aftertakingthe training.' I The problemis, however,that while improvedbusinessperformancemay well take place as a result of training andstaffdevelopment,it is impossible to separatethe contribution that a ss learning programmehas made from otherfactorssuchasincreaseddemand in the marketplacefor your products andservicesor themotivationprovided by a particularly inspiring boss. m 'Beyondthe quality of training that you get from immediatefeedbacksuchas employee surveys, it is extremely unclear what has brought about a change,'saysMs Morgan. 'Because ss it's a combinationof so manyfactors.'
FT
27
tflt uilrr5 "
EvATUAilNGTRATNTNGPRoGRAMMES
ll ll
@
llll llll
tr
Understandingexpressions Choose the bestexplanation for eachof thesewordsor phrasesfromthe article. '... paybackcanoftenbeseenquicklyandeasily.'(lines17-18) 7 a) therepayment of a loan b) thereturnon aninvestment c) theactof paying (tines32-33) 2 'Oneareain whichthis is possibleis succession management...' goals personal a) a process staff in to assistsenior achieving their b) thereptacement of seniorstaff,eitherexternally or internatly c) theinternal development andreplacement of keypeople '... g a flow of managers ensurin ...'(lines35-36) 3 a) largenumberof b) continuous outputof c) highstandard of '...the wayit fresin with...'(lines65-66) 4 a) compares b) promotes c) linksto Word families Complete the chart. verb
noun
evaluate 2
assess measure
estimation
tr
partnerships Word Matchtheverbs(1-7)with the nouns(a-g). 1 to provide 2 to raise 3 to track 4 to measure 5 to conduct 6 to make 7 to get
22
a) b) c) d) e) f) g)
theimpact a survey a contribution (someone's) progress an insight feedback standards
UNIT5 "
TRAINING EVALUATING PROGRAMMES
Sentencecompletion Usephrases fromExercise Cto complete thesesentences. 1
e ,s e r i e so f a c h i e v a b ltea r g e t s . . . . .o f t r a i n i n go n s t a f fp e r f o r m a n c a l f y o u i n t e n dt o n e e d st o b e s e t a n d m o n i t o r e ds y s t e m a t i c a [o[ vy e ra p e r i o do f t i m e .
2
, u t m a n yo r g a n i s a t i o nf as i lt o . . . . . . . .t h e i r s oalsb M o s tt r a i n i n gi n i t i a t i v ehs a v ec l e a rs t r a t e g i b c u s i n e sg e m p l o y e e s ' . . . . . .i n . . m e e t i n gt h o s eo b j e c t i v easf t e ra d e v e l o p m e nptr o g r a m m e .
r a st o 3 T h ep u r p o s eo f t h e s e m i n aw 4
W ew i t t. . . . . . . .
. . . . . . . .i n t oe s s e n t i anI e g o t i a t i osnk i I t s .
. . . .t o i d e n t i f yh o wt h e t e a m - b u i l d i nsge m i n aw r a s p e r c e i v ebdy e m p l o y e e s .
. . . . . . .o n t h e q u a t i t yo f a t r a i n i n g s n dt r a i n i n gd e p a r t m e n t 5 T h ei n t e r n atlr a i n e r sc, o a c h e a p r o g r a m mw e h e ne m p l o y e ecso m p l e t ea n o n l i n eq u e s t i o n n a i r e .
Wordsearch programmes. Thearticle manydescriptions oftraining Findverbsinthearticle that contains oftheimpact havea similar meaning theinfinitive form. to theonesbelowandcomplete 1 to improve p )h t o e . . . . . . .( .p a r a g r aB 2 to cause a ) t o r . . . . . . ;. .. . . . . . .( .p a r a g r aCp)h
to resuttin succ€ss t o p . . . . . .o . . . . . . . . ( p a r a gFr a) p h to speedup p h) t o a . . . . . . .(.p a r a g r aG
b ) t o 1 . . . . .t...... . . . .( p a r a g r aCp)h c ) t o b . . . . . .a. . . . . . . (. p )h . a r a g r al p
Sentencecompletion Eto complete UseverbsfromExercise thesesentences. s n d e n s u r ei t w a s 1 W e p r o v i d e di n t e n s i v e m a n a g e m e nt rta i n i n gt o . . . . . . . .t h e i n t e g r a t i opnr o c e s a comotete w i t h i nr z w e e k s .
2 Theweekly seminar witt.......
muchgreater motivation amongst theparticipants.
invested of money, timeandeffortinthisprogramme. I hopeit 3 We've a considerable amount 4 M a n ye m p l o y e easr er e q u i r e dt o a t t e n dw o r k p l a c es k i l l st r a i n i n gt o . . . . . . . .t h e i ra b i t i t yt o m a n a g e resourcesand work with a varietyof technologies.
Describe eitherat workor in yourfreetime. a trainingsession or course thatyouhaveattended, process Howeffective do youthinkit was?Why?Howwasit evaluated? Couldtheevaluation havebeenimproved? Inwhatway? programme, Imagine manager. Writea briefoutlineof a soft-skills training thatyouarea training including areasthatwi[[becovered, andhowit will theobjectives andexpected outcomes, beevaluated. 23
Thisunitcompares German andBritishapproaches to apprenticeship vocational training. schemes and
Discuss thesequestions. 1 Howmightyoungpeople benefit fromtakingpartin apprenticeship schemes? Howdoesthis experience compare withgoingto university? performance? 2 Whatimpact do apprenticeship schemes haveonbusiness
tr
Understanding themainpoints page,thendecidewhetherthesestatements Readthearticleon theopposite relateto thesituation (G)or both(B/G). in Britain(B),Germany 1 Thereis an increasing lackof keyskills. 2 Theeducational levelof youngpeopleis quitepoor. commitment to apprenticeship 3 Thereis a long-term schemes. providers providelittle 4 Employers, tradeassociations, education andgovernment organisations supportforandinvestment in apprenticeships. putscompanies 5 Thegovernment underpressure to recruitmoretrainees.
tr
Understandingdetaits Readthearticleagainandanswerthesequestions. 1 WhatskillsdoesBentley require? 2 Whatwasthefocusof thesurveyof largeGerman companies operating in theUK? 3 Whatdidmostemployers takingpartin thesurveythinkthatBritainshoulddo? in the UK? 4 Whatarethelimitations of government trainingschemes internationalty? 5 Whyis theGerman systemrecognised 5 Howdo youngGermans feelaboutvocational training? 7 Howdo German companies useapprenticeship schemes to enhance theirimage? 8 Howdoesthefederalgovernment encourage companies to recruitapprentices?
24
UNIT6'" APPRENTICESHIP
Call to raise vocationaltratnittglevels plumbers' but were less successful whenit cameto trainingengineersand othertechnicalprofessionals. F The Germansystem,which involves a closepartnershipbetweenpowerful individual employtradeassociations, ers, educationprovidersand regional goverrlment. is recognised inlernationao ally as being effective in producing many skilled engineersandtechnicians for industryandbusiness. G Germanindustrialists,however,like their British counterparts, complainof es rising skills shortages.The German system,like traditionalapprenticeships in the UK, combineson-the-jobtraining provided by the employerwith the provisionof technicalknowledgeand zo generaleducationin vocationalschools and colleges.The main differenceis the scaleof investmentand support given by the German stakeholders, togetherwith the much greaterappreapprenticeshipschemesin the UK. by Andrew Taylor and zs ciation by Germanyoungstersof the Indeed, according to a survey of large HughWilliamson valueof vocational training. Germancompaniesin the UK, Britain would benefit from introducing a H German companiescome under A Someof Britain's biggestcompanies pressure vocational trainingsyseveryyearto provideapprenGerman-style haveannouncedthat they will maintain tem.cenl.red ticeshipplaces,andmanyadveftisethe on a long-termcommitrecruitmentof apprentices,andin some ment to apprenticeships sponsoredby a0 numberthey offer as evidenceof their casesincreaseit, becauseoffears that the governmentand business.The commitment to the community.In s skillsshortages couldworsen. recentyearsdemandfor placeshas studyquestionedcompaniessuchas B BentleyMotors,which hasrecently exceededsupply,which hasresultedin Commerzbank,BMW Bayer,Bosch, cut production at its Crewe plant, Siemens,Thyssen-Kruppand Haribo the federal government inviting boostednew apprenticeships by 28 per about their experienceof vocational ss employers'associationsto Berlin for cent this year and plans to add another trainingin the UK. talks and providing incentivesfor ro 11 per centnext year.ChristineGaskell, companiesto takeon moretrainees. PersonnelDirector at the luxury car D The employersreportedthat the eduproducer,said the companyrelied on cational level of youngsterswas at I Companiesregularly criticise the 'traditional craftsmanshioin wood and form of apprenticeshipsas no longer bestonly satisfactoryandthat most of amount m suitedto modembusiness.In contrast, themhad 'to do a considerable lealherwork' as well ai engineering. Chris Weston,Managing Director of of in-housetrainingto getnew recruits rs Suchskillswere'critical'tomaintaining British GasServices,seesthe benefits up to a satisfactorystandard'.The thecompany'sbrand.Shesaid:'Despite majority said it was 'essential'that of contiluing to recruit apprentices.He thecut in production,Bentleywill actuBritain shouldintroduce'something said: 'While somethink that apprenally increaseits engineeringapprentice similar' to Germany'svocationaltrain- os ticeshipsare a thing of the past ... we intakenext year.It is essentialthat we ing system. have found the successof the apprezo retain thesekey skills and expertisein E BemdAtenstiidt,Chief Executiveof ticeshipschemeis helpingto drive the theUK.' GermanIndustrytIK, saidgovemment businessforward.' C In spiteofthese recentinitiatives,it training schemeswere 'OK if you want is believedby manythatthereis a lack to train peopleto be hairdressersand of structure,interestand investmentin
FT
25
UN|T6 "
APPRENTICESHIPS
tr
Word search Findwordsor phrases in thearticlewhichfit thesemeanings. A) 1 lackof skills(paragraph t . . . . . . t. .. . . . . . . . (paragraph 2 increased dramatically B)
b........ B) 3 greatskiltin a tradeor craft(paragraph c........ whichdistinguishes a productfromothers(paragraph B) 4 a nameor trademark
b........ D) 5 youngpeople(paragraph
v....
groupsof companies interests 5 organised whicharesetupto promote theircommon anddevelop (paragraph business opportunities F) f . . . . . .a . .. . . . . . . . andperform thesamefunction aseachother(paragraph G) 7 peoplewhohavesimilarresponsibilities c........ in something, suchasa business 8 peopleor groupsthathavean interest or investment or scheme (paragraph G) t........ (paragraph l) towardsgrowthandexpansion 9 pusha business A . . . . . . . . t bh .e. . . . .f.... . . . . . .
tr
Wordpartnerships Complete thesewordpartnerships usingthe correctwordfromthe boxes. apprenticeapprenticeship
educationeducational general....... vocation vocational 7
p r o f e s s i o .n. a . .[. . . .
. . . . . . .t.r a i n i nsgy s t e m . .c h o o l 9 . . . . . .s 1 0 . . . . . . .q. u a l i f i c a t i o n
8
26
UN|T6 "
APPRENTICESHIPS
Sentencecompletion Bto complete thesesentences. fromExercise Usewordpartnerships 1
, a d ea b a d c a r e e cr h o i c e . g i s. . . . . . . .. . . . . . . .a n d ,a s a r e s u l t m H e h a dd i f f i c u t t iyd e n t i f y i n h
2 Thisjob requiresan excellent 3
degree. , suchas a post-graduate
r u m b e or f . . . . . . . .. .. . . . . .t o y o u n gp e o p l e . C o m p a n i ense e dt o b e e n c o u r a g et od o f f e ra h i g h e n
g o r kw i t he d u c a t i o n . 4 Y o uc a ng a i na . . . . . . . .. . . . . . . ,. s u c ha s a c e r t i f i c a toer d i p l o m ab, y c o m b i n i nw 5 T h eg o v e r n m e nhta sj u s t a n n o u n c etdh a t i t w i t ti n v e s th e a v i l yi n a n . . . t h o u s a n do s f p e o p l et h e o p p o r t u n i t tyo r e c e i v ep r a c t i c at Ir a i n i n g .
tr
, w h i c hw i l l g i v e
5
W ea r ei n c r e a s i nogu r. . . . . . . .. . . . . . .t.o r e p l a c sek i t t sl o s tt h r o u g hr e t i r e m e n t .
7
M a n ys c h o o p l u p i l sc h o o s et o a t t e n da . . . . . . . .. . . . . . . .i n s t e a do f g o i n gt o u n i v e r s i t y .
Prepositions halves. Matchthesentence hasa strongcommitment 1 Thecompany 2 Therehasbeenheavyinvestment 3 Thereis a highdemand 4 Thereis a lack 5 Weplanto take 6 Wehavebenefited trainingis sponsored 7 VocationaI aresuited 8 Someemptoyees
a) b) c) d) e) f) g)
schemes. forapprenticeship of support training. to on-the-lob skillstraining. in practical its employees'skills andexpertise. to boosting in a tradeassociation. fromourinvolvement government. by theregionaI nextyear. on newtrainees
places. h) for apprenticeship
completion Sentence Usewordsin botdfrom ExerciseD in the correctform to completethesesentences. 1
sectorand wish to movetowardsa managerialrole, lf you are alreadyworkingin the manufacturing y o ua r e t h i sv o c a t i o n at rl a i n i n g .
2 T h ec o m p a n yd e m o n s t r a t eidt s . . . . . . . .. . . . . . . .t h e n e wa p p r e n t i c e s hsi pc h e m ew h e ni t p r o m i s e do v e r 8,oooplacesa year. s k i l l e d[ a b o u r .
3
E v e nd u r i n ge c o n o m i rce c e s s i o nt h, e r ei s h i g h. . . . . . .
4
W h e nt r a i n e egs a i nt h e i rv o c a t i o n aq lu a l i f i c a t i o nt hs e, c o m p a n uy s u a l l y . . . . . .t .h.e m. . . . . . .a. s p e r m a n e nf tu l l - t i m ee m p t o y e e s .
Find in apprenticeship schemes. whichareinvolved andfindcompanies onthelnternet Dosomeresearch theypromise. for,andwhatbenefits theyaretooking whatkindsof applicants outwhatjobsareavailable, luxuryfurniture. company whichproduces of a medium-sized lmagine thatyouworkin theHRdepartment withtherightskitts. Prepare andgivea workers recruiting andretaining it is havingdifficutty At present, of takingonapprentices. theadvantages outlining fortheBoardof Directors shortpresentation 27
payis decided Thisunitlool
Discuss thesequestions. 1 Inyourcountry, howmuchmorethanthelowest-paid employee doesthehighest-paid oneearn, pubticdoyouthink?Doesthisvarybetween andprivate-sector companies? 2 Dodirectors of listedcompanieshaveto declare howmuchandon whatbasistheyhavebeenpaid? Hastheamountpaidto executives evercausedpublicoutrage or a publicenquiry?
Understanding the mainpoints Readthe articleon the oppositepageand choosethe bestoptionto completeeachstatement. 1
P e o p l ef e l tt h a t t h e s e n i o rm a n a g e rw s e r ee a r n i n gm u c hm o r ei n t h e r 9 8 o si n . . . . . . . .. a) private-sector companies b) state-ownedcompanies
2
S i n c et h e n ,. . . . . . . .b e e nr e p o r t e di n m u c hg r e a t e dr e t a i l . a) executivepay has
b) executiveholidayshave
3 Understanding theexactamount executives earnis now......... a) mucheasier b) stillverydifficult payis generally of anexecutive's 4 Themajority a) fixed
b) variable
payisoftenlinkedto thecompany's performance director's financial 5 A company compared to thatof year a) the previous b) its competitors remuneration Experts thinkthattheinformation aboutdirectors' in theannualreportis enough a) too complex andconfusingb) notcomprehensive published payhasresulted Theincreased amountof information aboutdirector's in executives b e i n gp a i d a) less
b) more
Inthefuture,trade-union representatives wouldliketo see a) lessreporting of executive remuneration b) ctearer reporting, including information on salaries at al[levelsof theorganisation
tr
Understandingdetaits Readthe articleagainandsaywhetherthesestatements aretrue (T)or false(F).ldentifuthe part of the articlethat givesthis information. 1 Asa resultoftheGreenbury Report, largecompanies startedto reportonthewaytheypaid theirsenior executives.
28
UNITT "
Executivepay: quality versus quantlty
of variableremuneration. This couldbe in the form of annualcashbonuses, shareoptionsor long-termincentive zo plans,for example. C Traditionally,directors'bonuses are basedon two main factors:earninss per shareand/orthe company'sdiiidend payout comparedto that of by Sarah Murray zs similarcompanies. Theproblemis that the first factor can be manipulatedby financing strategies,and the second factorcanbepositivelyinfluencedsimply by similar companies doing :o poorly.In otherwords,what lookslike goodperformancemay not necessarily reflect particularlygood management behaviouril that company. D The question is, what are the :s directors'targets? How havetheybeen set?Do they stretchthe executives enough?And exactly how are target performanceand abovetargetperfor. mancerewarded? E This desire for information has i n c r e a s i n g l yp u s h e dr e m u n e r a t i o n committeesto use valuable annual report space to explain complex executiveremunerationdetails,with A During the 1980sUK privatisation +s the resultthat remuneration reports boom,therewasa feelingthatdirectors are actually more difficult for the of newly privatisedutilitiescompanies non-specialist readerto understand. werebeing paid much more thanthey F Experts agree that remuneration s had been as managersof the old reportsare generallytoo long and not - for doingexactly so clearenough.Theyclaim thatalthough state-runcompanies the samejob. As a result,the Greenit shouldbe easyto link bonusesto the bury Report introduced detailed strategicobjectives,targetsand key reporting on directors' pay. Today, performanceindicatorsset out in the ro however,expertsagreethat it is still company'sbusinessreview,the vast extremelydifficult to work out exactly ss quantities of information do not how much any individualdirectoris actuallygive the full picture.And the really paid. link to the company'sstrategyis not B A big issuein executivepay is the strongenough. rs variableelement.For every pound of G What is more, as Anita Skipper, basesalary,a directormay get fl0-:fz} oo Head of Corporate Governanceat
EXECUTIVEPAY
Morley FundManagement,says,'One ofthe badthingsresultingfrom all this disclosureis that it hasactuallyhelped to increasepay significantly,because os directorscan comparetheir pay with thatof otherdirectors.' H To compoundthe problem, rather thanusingothercompanies' disclosures to keepa limit on their own directors' ro pay increases,some remuneration committeesactually use them as a 'price list'. It makestheir life much easier.They don't haveto have 'difficult conversations'with management. I Trade-unionrepresentativeigenerally take great interestin remuneration reports. Janet Williamson, Senior Policy Officer at the Trades Union Congress,explainsthat they 80 want to seeif the companyis paying its employees,including its directors, fairly. Although they expectexecutives to be paid more than their employees,shewould alsolike to see ss a simplechart explaininggeneralpay distribution acrossa company as a whole. 'We are interestedto see whether a remunerationcommittee has taken into accountthe pav and m conditions of other staff in tire-company.' They don't believe that remunerationcommitteesreally take thatvery seriously. If executive remuneration were J es properlyreported,shareholders would havea much clearerpictureof a company's strategy,its future plans and how its executivesare encouragedto achievetheexpected results.
FT
2 Thevariablepartof a director's paycanbe up to 20 timestheirbasicsalary. 3 Thevariablepartof a director's payis neverin the formof a cashbonus. 4 A c o m p a n yc a nc h a n g et h e w a y i t f i n a n c e ist s o p e r a t i o ntso p o s i t i v e liyn f l u e n c iet s a p p a r e n t f i n a n c i apI e r f o r m a n c e .
5 It is not clearwhetherdirectors' targetsaretinkedto the overallstrategyof the companycloselyenough. 6 Remuneration committees areaccusedof not beingstrictenoughon executive pay. 7 Thecommittees areveryinterested in howthe companypaysits junioremptoyees.
29
UNITT "
EXECUTIVEPAY
tr
Wordpartnerships Eof the article. with wordsfromparagraph 1 Complete thesewordpartnerships 1 r e m u n e r a t ci o. .n. . . . 1 (1-3)with theirdefinitions(a-c). fromExercise 2 Matchthewordpartnerships a) thepartof a company's annualreportin whichthetermsandamountof payfortheexecutive is disclosed to theshareholders directors directors shouldbe paid b) a groupof non-executive directors whoagreeon howmuchtheexecutive in theannualreport andwhoexplain thisto theshareholders c) thepayearnedbyseniordirectors of a company
tr
Word search Findwordsor phrases in thearticlewhichfit thesemeanings. good someone to takea particular courseof actionor to aimto achieve 1 a rewardwhichencourages results(paragraph B) ;........ makes divided bythenumber of sharehotders of thecompany 2 theamount of profita company (paragraph C) e . . . . . .P. .. . . . . .t . . . . . . . . (paragraph profitthatis dividedup andgivento theshareholders C) 3 theamountof a company's J . . . . . .p. .. . . in thefuture whendetermining whatit wantsto achieve thinksaboutcarefully 4 whata company (paragraph F) t . . . . . . o. .. . . . . . . . of howwellthecompany andratiosin thecompany's annuatreportwhichgiveanindication 5 numbers (paragraph F) to shareholders andanalysts hasdonein anyoneyearandwhichareof interest k . . '.' .. .p . .... . . i.. . .'.' ' . personin the in payscalesfromthemosthighlypaidto thelowest-paid 6 therangeandvariation (paragraph company l) 9 . . . . .. P
I
.. d'......'
Wordfamilies Comptete thechart. noun
verb
remunerailon
1
disclosure
2
3
to manipulate
4
to influence
UNITT "
EXECUTIVEPAY
Sentencecompletion thesesentences. A-Cto complete fromExercises Usewordsandphrases 1
Executive directorsof largecompaniescanearnvery largesumsof money.Partof their rewardmay be fixedsalarv,but anotherpart is usuallyvariabte.Thisis oftencalculatedaccordingto a numberof s ain t o s h a r e h o t d e irss, c o m p a r e tdo t h a t o f t h e c o m p a n y 'm f a c t o r ss, u c ha s h o w b i gt h e . . . . . i s t h e c o m p a n y '.s. . . . . . . c o m p e t i t o r sA.n o t h e fri g u r ew h i c hm a yb e c o m p a r e d
2
directorscannotsimplydecidetheir own leveIof pay.Thatis the job of the .. Executive directorswho then reportthe basisfor an executivedirector'spay in Thisis madeup of non-executive t h e. . . . . . . .. . . . . . . ,. w h i c hf o r m sp a r to f a c o m p a n y a' sn n u arIe p o r t .
3
g n d ,w h a t S o m ee x p e r t si,n c l u d i n tgr a d e - u n i oonf f i c i a l sf ,e e It h a t t h e s ed i s c t o s u r easr eh i g h t yc o n f u s i n a pay is more,they don't reallymakeit clearwhetherdirectors' is structuredto reallyencouragethem to p u tt h e
. . o f t h e c o m p a n yf i r s t .
e so u l dl i k et o s e em o r er e p o r t i n go n t h e 4 A d d e dt o t h i s ,t r a d e - u n i orne p r e s e n t a t i vw s n t h e r e s to f t h e w o r k f o r c e . , i t h m o r ee m p h a s i o . . . . .. . .o f t h e c o m p a n ya s a w h o t e w
Vocabulary development remuneration andpayincompanies. whichrelate to executive expressions to make Match thesephrases 1 to workout pershare earnings 2 to maniputate 3 to takeintoaccount 4 to reportexecutive 5 to linkbonuses executives 6 to incentivise
a ) t h e p a ya n d c o n d i t i o nos f o t h e rs t a f f b) to achieveresults r a sb e e np a i d c ) w h a ta d i r e c t o h d) by financingstrategies e) to strategicobjectives properly f) remuneration
s a di m p o s e dl i m i t so n b o n u s e si n t h e b a n k i n gs e c t o rd u e I n l a t ez o o 9 ,w h e na n u m b e ro f c o u n t r i e h g l o b a t c r i s i s U , K i n v e s t m e nbta n k sw e r ec r i t i c i s efdo r t h e i rp r o p o s atIo b a n k i n ga n d e c o n o m i to the employees.Publictysupportedby the the French banking pay high bonusesto strategicinvestment government objected,particularlyin the caseof faileo UK the FinanceMinister,ChristineLagarde, great at expense,and threatenedto imposea UK taxpayer bankswhichhad beenrescuedby the t h e y n e e d e dt o p a ys u c hh i g hb o n u s e si n o r d e rt o B a n k s i n s i s t e d t h a t s p e c i atla x o n t h e s eb o n u s e s . were suggestions that the basicsatarystructure good There remain competitive. employeesand retain search to find out moreaboutthis instead. Do an online be raised of theseemployeeswouldsimply story.Write a short report. to knowaboutthe generalpay distributionin a Do you agreethat it is importantfor shareholders y o u ri d e a s . c o m p a n yE ? xplain
31
Thisunit examines flexibtebenefitschemes whicharedesignedto allow employees to choosetheirownrangeof benefits.
Discuss thesequestions. 1 Whatkindsof employee benefits do youknowoP Whicharemostpopular thesedays? 2 lf youcouldchoose anyselection of benefits to suityourlifestyle, whatwouldyouchoose? gain 3 Whatadvantages cananemployer fromusinga flexiblebenefitscheme?
tr
Understanding themainpoints Readthe articleontheoppositepage,thendecidewhichstatement bestexplainsthetitle of thearticle. a) Ftexibte benefitschemes aregettingmoreandmoredifficultfor companies to manage. fromtherangeof benefits b) lt is gettingmoreandmoredifficultforemployees to choose onoffer. Readthearticleagain,thenchoose thebestoptionto complete eachstatement. Traditiona[ benefitschemes 1 Benefitsschemes weresimplerI morecomplex. 2 Thereusedto be a narrowerI broaderrangeof benefits. lossfortheemployee. 3 Therewasa lowerI higherriskof financial Currentbenefitschemes provide employees withlessI greatercontrol overthecombination of 4 Ftexible benefitschemes cashandbenefits-in-kind thattheyreceive. lessf morethantraditional schemes. 5 Theycosttheemployer 5 Benefits suchascompony corsI childcare vouchers arebecoming lesscommon.
Understanding details Readthearticleagainandanswerthesequestions. quizshow? 1 Howareflexibte benefitschemes similarto thewayprizesareawarded on a television 2 Whatpercentage of anemployee's canflexiblebenefits represent? totalremuneration do witha flexfund? 3 Whatcanemptoyees for employers in competitive industries to offera widerangeof benefits? 4 Whyis it important helpedsmal]er ftexibte advances companies to introduce benefits? 5 Howhavetechnological 6 Howdoesthedesignof manyflexiblebenefits schemes leadto a greater riskfortheemployee? powerof theiremployees? 7 Whatcanemployers doto increase thepurchasing
32
Ul{lTB '" BEHIfITS
Benefits:Increasingcomplexity system of choose-it-yourself
by GillPlimmer
2n as 20 per cent of total remuneration. Throughtheseschemes,staff select C
A A populartelevisionquiz show gives contestantsa choice:'Takethe money or openthe box'. If they choosethe money,they know exactly what they s will receive.If they openthe box, the resultis unpredictable,but they might win a valuablecollectionof cash,cars and fridges. This is the kind of decision employeesare forced to make ro today. Should they reject the car in favour of private medical insurance or a larger salary? Although companiesused to offer B straightforwardperks, such as companycarsor extraholidays,a growing number are introducing flexible schemesthat enable staff to decide their own mix of cashand benefitsin kind. Thesecan accountfor as much
benefitsthat most suit their lifestyle. Someemployeeswant help with childcare;othersjust wantcash.Employees can negotiate everything from life assuranceto pensionsto an extra few weeks off, picking from a menu of optionsthat canbe 'bought'or 'sold' using a flex fund (flexible fund) that a percentage of their salary. 30 represents D For employersin competitiveindustries,this canbe a meansof attracting, recruiting and retaining the best staff. 'Consumerismis strongerthanit used to be, and there'ssomeevidencethat peopleexpectchoice,'saysPeterReilly of the Instituteof EmploymentStudies. While flexible benefit schemesare E on the increase,they tend to be more popularwith largeprivate-sectorflrms,
typicaily with morethan 1,000employees. However, there are signs that smallercompaniesareadoptingflexible benefits, as improvements to technology make them easier and cheaperto establish. Despite their attraction, there are some drawbacks, particularly for employees.Charles Cotton of the CharteredInstitute of Personneland Developmentpoints out that the rise in flexibility has been accompaniedby a reduction in the sums paid by employers.'Flexiblebenefitsschemes often fix the amount given to the employee.So,ifthe costsofyour car or private medical schemego up, the employeehasto paytheexffa,'hesays. 'There's a much larger risk than 60 there used to be. and most of it is carriedby employees.' G In general,however,organisations are inffoducing a wider rangeof benefits, whetheror not they have a flexible schemein place. While some items, such as company cars and medical benef,ts,aregoing out offashion, others are taking their place, such as workplacenurseries. H The mostpopularonesarethosethat come with tax and administrative incentives.Loansfor cyclesand computershave becomewidespread,as havechildcarevouchers.Another trend is for employersto negotiatepackage dealson behalf of employees,suchas cheapinsurance.'It's a way of expanding thepurchasingpower of employees at minimal cost to the organisation,' 80 saysMr Cotton. I There is no doubt the perks on offer arechanging.But employeeswill have to f,ght to get the best deal from the moneyor thebox.
FT
33
UIiIITS >> BENEFITS
expressions Understanding for eachwordor phrasefromthe article. Choose the bestexplanation '... givescontestants 1 a choice...'(lines1-2) a) members of a team b) winnersof a competition c) peopletakingpartin a competition 2 '...to offerstraightforwardperks...'(lines73-74) a) easyanduncomplicated b) fixedandinflexible c) reliable andpredictable 'Consumerism 3 is strongerthanit usedto be...'(lines34-35) priceandsafety a) theprotection of consumers' rightswithregardto quality, b) thestateof continuously wantingto buygoodsandservices c) bothoftheabovedefinitions 47-48) 4 '...therearesomedrawbacks,...'([ines a) limits b) disadvantages c) obstacles in thesumspaid...'(line53) 5 '...a reduction a) amounts of money b) benefits c) calculations 6 '...havebecomewidespread,...'(tine 73) a) varied b) common c) broad powerof employees ...'(lines77-78) 7 '...expanding thepurchasing a) valueof a person's incomebasedonthequantityandqualityof goodsandservices it canbuy peopleto buysomething b) abilityto persuade c) abilityto spendmoneywisely, withoutwastingit
tr
partnerships Word Matchthesewordsto makepartnerships fromthe articte. 1 workplace 2 childcare 3 life 4 benefits 5 privatemedical 6 package 7 tax
t4
a) b) c) d) e) f) g)
assurance nursery insurance deals vouchers incentives in kind
U N I T S"
BENEFITS
Sentencecompletion fromExercise Bto complete thesesentences. Usethewordpartnerships . t o e n c o u r a gpee o p t et o c y c l et o w o r k .T h ee m p l o y e r 1 S o m eg o v e r n m e nstc h e m e o s ffer.... purchases the bike,and the paymentsare deductedfromthe employee's salary.As it is freeof tax,the b i k ei s v e r yc h e a p . . . . . .p r o v i d e se m p l o y e ew s i t h a c c e s st o a h i g hs t a n d a r do f h e a l t h c a r e . 5
w i t h t h e i rc u s t o m e r sT.h e s e M a n ys e r v i c ep r o v i d e ras n ds u p p l i e r a s r ew i l t i n gt o n e g o t i a t e c o n s i sot f a r a n g eo f g o o d so r s e r v i c e sa,n dt h e c u s t o m em r u s tb u yt h e ma s a w h o l ei n o r d e rt o r e c e i v e a d i s c o u not n t h e o r i c e . . . . .a r en o n - m o n e t a rbye n e f i t ss, u c ha s c o m p a n yc a r sa n d s u b s i d i s eldu n c h e s .
4
s a yc a r ef o r b a b i e sa n d A........ t o a s a c r d c h ei,s a n o n s i t ef a c i l i t yw h i c hp r o v i d e d a l s or e f e r r e d y o u n gc h i l d r e n . o
People b u y . . . . . . . . . . . . . . s. o t h a ti f t h e yd i e ,t h e i rf a m i l yw i t Ir e c e i v ceo m p e n s a t i o n . I n s o m ec o u n t r i e se, m p l o y e easr eo f f e r e d
. . .t o p a yf o r s e r v i c e s u c ha s d a y n u r s e r i eas n d
n a n n i e sA. t t h o u g ht h e c o s t sm a yb e d e d u c t e df r o mt h e i rs a l a r i e se, m p l o y e essa v em o n e ya, s t h e s e schemesare usuallyexemptfromtax.
U
Comparisons in the boxto complete Usethewordsandphrases thesentences. a s m o r et h a n m u c h t h a n t h e b e s t t h e m o s t w i d e r 1 T h e s ed a y s ,e m p t o y e easr eo f f e r e da . . . . . . . .r a n g eo f b e n e f i t s . 2 T h eb e n e f i st c h e m e o s f t o d a yc a r r ya . . . . . . . .m o r es i g n i f i c a nr ti s kt h a ni n t h e p a s t . 3
F t e x i b tfeu n d sc a nr e D r e s e nats m u c h. . . . . . . . 2 0 7 o f t o t a lr e m u n e r a t i o n .
4
In this day and age,largecorporations needto competewith eachotherto offer. r e m u n e r a t i opna c k a g e t o t h e i re m p l o y e e s .
5
E m p l o y e e es x' p e c t a t i o nasr ef a r h i g h e r . . . . . . .t .h e yu s e dt o b e .
6
Weareofferingour staff25 differentbenefitsin kind,whichis
.. doublethe numberlastyear.
. o p u l abr e n e f i t s . 7 T a xa n da d m i n i s t r a t iivnec e n t i v easr ea m o n g s.t. . . . . . .. . . . . . . p
undergovernment incentive schemes in yourownor Findoutwhatkindsof emptoyee benefits areavailable points: fotlowing another country. Consider the r Whatis attractive to bothemployees andemployers? o Whatfinancial savings canbemade? . Howeasyaretheyto run? Nowwritea shortsummary schemes. comparing thedifferent Thinkof yourcompany or oneyouwoutdliketo workfor. r Whatkindsof benefits doesit offer? o Dotheymeetyourneeds? r Whatotherbenefits offer?Why?Rankthemin orderof importance. shouldthecompany
35
legislationhashadan impact Thisunit looksat howrecentgovernment on paypackages in Taiwan.
Discuss thesequestions. 1 Inyourcountry, roughly whatpercentage of anemployee's totalremuneration doesguaranteed base (variable payrepresent? proportion pay) What makeup?Howdo these do bonuses andincentives proportions differin various sectors? 2 Whatis thedifference between a bonusandan incentive? Whataretheadvantages offerbonusandincentive schemes? anddisadvantages 3 Whydo employers foremployees?
Understanding the mainpoints page,thendecidewhichstatement Readthearticleontheopposite bestexptains thetitle. in thestructure of incentive schemes fortechworkersin Taiwan. a) Therehasbeena change in Taiwan incentive b) Techworkers arebeingofferedmoreattractive schemes. Readthearticleagainandanswerthesequestions. 1 HowdidTaiwanese firmsuseto attractgoodworkers? 2 Whywasthisanattractive optionforemployers? practice mostcommon? 3 Inwhichsectorwasthis issuedstockbonuses? dissatisfied withthewaycompanies 4 Whywereinvestors recently legislation changed theaccounting andtaxtreatment of stock 5 Howhasgovernment profits? bonuses? Andwhatimpactwittthishaveon company for? 6 Whatproportion of totalcompensation didstockbonuses useto account general pay packages How for will these changes affect the cash element of staff? 7 nowreceiving insteadof stockbonuses? 8 Whataremiddlemanagers paypackages? is thestockbonusandshort-term incentive element ofexecutive 9 Whatpercentage perks in Europe? 10 Whydo non-cash havetittleappeal to companies
tr
Understandingdetaits Readthe articleagainand matchthe hierarchicallevels(1-3) belowwith the pie chartsshowingthe new structureofpay packagesin Taiwan(a-c) on the oppositepage. 1 generalstaff
36
2 middte management
3 topmanagement
U N I T9 "
Incentivesshift for Taiwan's techworkers bv Kathrin Hille
A Investorsand managementof ChunghwaTelecomagreethe companyhas morecashthanit needs.Nevertheless, Taiwan's largesttelecommunications serviceprovideris goingto issue139 million new sharesnext month - to give away to employeesas a bonus. But it may be the lasttime the company does this. 'We will discontinuethe practiceofhandingout stockbonuses,' saysLu Shyue-ching,ChunghwaTelecom'snew Chairman. B The companyis not alone.Hundreds of Taiwanesefirms, especiallyin the technology sector,are adjusting the structureof compensationpackages, following a series of changes to
the accountingand tax treatmentof stockbonuses. C Issuing large amountsof stock has long been the cornerstoneof tech industry compensationin Taiwan. Every year, the island's employers gave both managementand general zs staffgenerousnumbersofnew shares - which were seenas a way of atffacting goodworkersfor free. D But investorswho saw their shares diluted in this way havelong demanded :o changes,and the government has finally acted.From now on,Taiwanese companiesmust report such bonuses asa flnancialexpensein theircompany accounts,which will reduce their :s profitssignificantly. E Theselegal changesarerevolutionising the island'spay practices. 'High-tech companieshave started payingmore cashto generalstaff and a0 middle managementand giving more long-termincentivesto top management,' saysCharlesWang, General Managerof WatsonWyatt,the human resourcesconsultancy,in Taiwan. F The biggestchangecan be seenat the generalstafflevel, wherethe base pay will haveto increaseconsiderably. 'Traditionally,profit-sharing,mostlyin the form of stockbonuses.accounted so for up to 50 per centof total compensation in the high-techsector,'saysMr Wang. 'Under the new structure,the total guaranteedcash portion will increase,and the remainingpart of ss compensation will be madeup of variableperformancebonusesand a much smallersegmentof proflt-sharingin the form of cashbonuses.' G At the middle managementlevel, oo therehasbeenan increasein theweisht
B O N U S EASN DI N C E N T I V E S
of a merit-basedpay componentin salariesand the replacementof stock with stockoptions. bonuses H For managers at the top, stock es bonusesand other short-termincentives still make up 40 per cent of compensation. And theyhaveseenlittle increasein their basewagesbut, like their mid-levelcolleagues,arereceivzo ing a higherproportionof performancerelatedpay andlong-termincentivesin their pay packages.They have also experiencedthe introductionof stock optionsanda seriesof non-cashperks. I While in many Europeancountries the attractionof suchperks is limited becausethey can be taxed,so far Tai waneseregulations don't apply to non-financialrewards.'By providinga ao top executivewith a companycar or, alternatively,coveringthe expensesof a leasedcar,a companycaneffectively provide him or her with a tax-free perk,' saysMr Wang. A11of thesechangesmeanthe comJ pensationpackagesof Taiwanese companieswill graduallystartresembling thoseof their foreign rivals. For generalstaff, the proportion of cash m bonusesin relationto total compensation is now almost the same in Taiwaneseas foreign high-techcompanies- between13 and 15 per cent. K C o n s e q u e n t l y ,a s t h e s e l o n g ss establishedpracticesdisappearand employeesno longer switch jobs accordingto stock bonus payment changes,Taiwanesecompanieswill be lookingfor otherwaysof rmathactingtalent.
FT
Stock bonuses
Profit-sharing (cashbonuses)
Stock options
I
Basepay
Non-cashperks
[
performance Variable bonuses
Basepay
!
stockoctions ,u,"0", Performance-retatedpay
Performance-related pay and long-term incentives
37
U N I T9 "
B O N U S EASN DI N C E N T I V E S
tr
Definitions (a-h). fromthearticle(1-8)withtheirmeanings Matchthesephrases pay 1 performance-related 2 long-term incentives
earningsandtax deductions a) a documentwhichshowsan employee's
3 variableperformance bonus
designed highperformance c) a scheme to encourage and
4 5 6 7 8
E
b) when an employersharesits profitwith employeesas part of elan an incentivo
productivity overa longperiod;forexample, awarding company shares afterthreeyearsif theemployee meetspre-agreed performance goals profit-sharing d) therightto buyor setIcompany stockat a statedpricewithin a timelimit stockoptions forandtaxincome, e) themethods usedto account expenditure, shares, assets, etc. stockbonus freecompany shares, usuallygivento employees asa rewardfor pastperformance; profit thisdoesnotdependon company accounting andtaxtreatment C) a remuneration system wherepayincreases arelinkedwithgood performance performance or reaching targets asa resultof thehighperformance income taxstatement h) a rewardprovided of a department, division or individual
synonyms Findwordsor phrases in thearticlewhichmeanthesameasthesewords. 1 stock r . . . . . . .(.p a r a g r aAp)h 2 remunerationpackages f t a r a g r a pBh) p . . . . . . . . p . . . .( P a r a g r aHp )h 3 newtechnology h . . . . . . . t. .-. . . . . . . ( p a r a g rEa)p h 4 basesalary ( p a r a g r aFp )h b . . . . . . .p. c . . . . . . .p.
b . . . . . .w . .. . . . . . . . ( p a r a gH r a) p h performance-retated pay 5 m . . . . . . . . - b . . .p . ........ . .(.p. a r a g r aGp)h 6 benefits in kind n . . . . . . . c. -. . . . . . p. . . . . ( p a r a g r aHp)h )h . a r a g r al p n . . . . . . .f..-. . . . . .r.. . . . . . (. p 7 tax-exempt benefit t . . . . . . . .f -. . . . . . .p. . . . . . .(.p. a r a g r al p) h
38
U N I T9 "
B 0 N U S EASN t I N C E N T I V E S
Sentencecompletion Usewordsandphrases fromExercise B inthecorrect formto complete thesesentences.
1 Whenthevatueofthecompany's.......fett,theChairmansufferedhugelossesbec a c c o u n t efdo r m o r et h a n5 0 p e rc e n to f h i s. . . . . . . 2 The . . .s e c t o ri n c l u d e si n d u s t r i es u c ha s r o b o t i c st,e l e c o m m u n i c a t i o n a se ,r o s p a c e p h y s i c s . t e c h n o l o gay n d n u c l e a r 3
lf your.... . r e p r e s e n ttsh e m a j o r i t yo f y o u rp a yp a c k a g et ,h e r ei s l e s sr i s k ,b e c a u s em o s to f y o u ri n c o m ei s g u a r a n t e e d .
4
M o s tg o v e r n m e nat sr ek e e nt o t i m i t h e n u m b e or f . . . . . . . . . . . . . . o. f f e r e db y c o m p a n i e H s .o w e v e r , t h e r ea r ea n u m b e ro f a t t r a c t i v e . . . . . ., s u c ha s c h i l d c a rveo u c h e r a s n d [ o w - i n t e r e sl ot a n s , w h i c hd o n o t a d dt o t h e t a x a b t ei n c o m eo f t h e e m p t o y e e .
5
M a n yo r g a n i s a t i o nuss ea . . . f o r t h e i rg o o dp e r f o r m a n c e .
. . . . . . . .s y s t e m F . o ri n s t a n c ee, m p l o y e easr ea w a r d e da p a yr i s e
Describing amounts Lookat the pie chartshowingthe proportionof pay and benefitsin relationto total compensation. Usethe wordsand phrasesin the box to completethe sentences. a c c o u n t e fdo r i n r e l a t i o nt o
m a d eu p o f
p o r t i o n r e m a i n i n g s e g m e not f t h e w e i g h to f
Paypackagefor middlemanagement proportion Average of payandperks 1
L a s ty e a r ,b a s ep a y. . . .
2
C o m p a r ewdi t ht h e p r e v i o uyse a rt,h e r ew a sa n i n c r e a sien . . . . . . . .. . . . . . . . t eadyc o m p o n e nwt h e ni t w a s r a i s e dt o 3 0 % . . . . . . . . .t h e p e r f o r m a n c e - r e l a p
3
P e r f o r m a n c e - r e l aptaeydr e p r e s e n t eads i g n i f i c a n t . . . . . . . . . . . . .t o t a l
. . . 6 o " ko f t o t a lc o m p e n s a t i o n .
comoensation.
fl
perks otn.t non-cash 4%
I
Stockootions6%
l-l
e.r. pay6oo/o
ffi
pay3oo/o Performance-related
Aftertheintroduction of stockoptions, theyaccounted foronly6%of the wholepackage, butthis........is expected to risein futureyears. The........4o/owdS . . . . n o n - c apsehr k s , w h i icnhc l u d e d gifts meals, subsidised business andtheuseof sportsandrecreational facilities. Theproportion of thiscomponent . . ..total years. compensation is considerabty smatler thanin previous
Whatrecent devetopments havetherebeenin bonusandincentive in yourcountry? schemes Whicharethemostpopular withemployees? Andwhatarethecurrent taximplications of suchschemes? Research thissubiect andwritea shortreport.
39
Thisunit looksat the businessbenefitsof havingan ethnicallydiverse workforce.
Discuss thesequestions. 1 Doesyourcountryor cityhavemanydifferent ethnicgroups, or is it relatively monocultura[? Hasthis changed muchoverthelastfewyears? 2 Thinkof a company or educational estabtishment youknowwell.Howmanydifferent nationalities or ethnicgroupscanyoufindthere?
tr
Understandingthe mainpoints Readthearticleontheoppositepageandchoosethe bestoptionto complete eachstatement. 1 C a n a di a s b e c o m i nogn eo f t h ew o r l d 'm s o s.t. . . . . ... a) profitabte countries b) multiculturaI societies 2 Forthelastfewyears, thelargest number of immigrants havecomefrom......... a) China andIndia b) lndiaandVietnam 3 Professor Richard Florida suggests thatsuccessfulcities areoneswhich a) attracttatented employees fromaltaroundthewortd b) havethelargest immigrant populations 4 rhe........population offersthebestsource of growth forsomecompanies. a) tocal b) immigrant 5 someUScompanies havemovedtheiroperations to canadabecause a) it canprovide employees fromdiverse backgrounds whospeakdiverse tanguages b) thefoodat thecompany partiesis muchmoreinteresting 6 Theimmigrant population in canada stitthasto overcome obstacles in finding thebestjobsbecause t h e y . . . . ... . . a) findit hardto achieve a high-rever Engtish ranguage quatification b) havedifficulty gettinglocalemployers andprofessional bodiesto recognise qualifications theyhave obtained overseas 7 Theotheradvantage of employing people fromoverseas istheir........ . a) broader culturalunderstanding andexperience b) bettertechnicaI knowledge andskitts
40
U N I T1 0 > ' E T H N ID CI V E R S I T Y
The united coloursof Canada by Bernard Simon
A As part of its annualcharity drive, CAE Industries encourages3,000 headoffice employeesin Montrealto bring in a dish that is emblematic of s their country of origin. Pasta,curry, enchiladasand chow mein arejust a small sampleof the offerings.CAE, one of the world's biggestsuppliersof flight simulators,has 110nationalities ro onitspayroll. B Suchdiversityhasalsoprovedpopular for CAE's business. An Indian-born Canadianheadsup the company's Middle East and Indian division, rs while a Chinese-Canadian is in charge of operationsin China. It makeslife
much easierif it's a Hindu speakingto a H i n d u .T h e c o m p a n yi s a m o n ga growing number that have come to zo appreciatethe benefitsof one of the world's mostmulticulturalsocieties. 65 C'Ourpeopleandourorganisationare very reflectiveof the "globalness"of G our industry,' says Klaus Dohring, zs who was born in Germanyand who is responsible for the Ontario-based automotivedivisionof Irggett & Platt, a US conglomerate. Almost two-thirds of Leggett & Platt's technical :o employeesin Windsorand40 per cent of its salesstaff were born outside Canadaor have immigrantparents. 'Having a multitude of ethnically diverse people on staff is a real :s strengthofours.' D Some255000 immigrantsarrivedin Canadain 2005,almost0.8 per centof the population, the highest of any industrialisedcountry. The leading H lo sourcesof migrantsto Canadafor the last few years have been China andIndia. E RichardFlorida.Professorof Public Policy at GeorgeMason University +s in Virginia, believesthe world's most successfulcitiesarethosethatbecome 'global talent magnets'.In his book The Flight of the CreativeClass,he cites Toronto and Vancouveras two so prime examples.'What makesthese cities such formidable challengersto US regions,'heasserts,'is thatmanyof them,in particularthe Canadiancities, not only boast a high immigrant ss population,but a diverseonetoo.' F Canada'sstrongflow of immigration from many different countries may provide one of the country's most important competitive advantages eo in an increasinglyglobal economy.
knmigrantsofferoneof thefew sources of domesticretail growthfor Canada's five big banks.The bankspay special attentionto China,wheretheycompete to sign up customersbeforethey even setfoot in Canada. Some companiesbased outside Canadaseethe benefltin its skilled multicultural and multilingual workforce. Global Crossing,a US-based telecomsoperator,has set up a call centre in Montreal to handle conference calls for US companies.The Montreal operators can handle calls in 16 languages,an important factorin GlobalCrossing'sdecisionto locatethe centrethere.Another company has turned to employeeswith Indian. Chinese.South Korean and Japanese backgrounds,amongothers, to spearheadsalesand investmentsin their countriesof origin. Nevertheless, RogerMartin,Deanof the University of Toronto's Rotman Schoolof Business,saysCanadian businessesare far from realising the full potential of an ethnically diversesociety.One awkwardissueis the difficulties facedby immigrants in gainingrecognitionfor foreignqualifications,especiallyin the engineering, technicaland medicalflelds. Mr Dohring,however,remainsconvinced.Suchemployees'areintimately familiar with the country where you wantto do business'.At the sametime, 'they know you, they know your language,they know your culture.'
FT
Understanding details Readthe articleagainand answerthesequestions. 1
H o wm a n yd i f f e r e nnt a t i o n a t i t i edso e sC A Ee m p t o y ?
2 W h e r ew a sC A E ' sH e a do f M i d d t eE a s ta n d I n d i ad i v i s i o nb o r n ? 3
Whatpercentage of Leggetand Ptatt'ssalesstaffwerebornoutsideCanadaor haveforeignparents?
4
W h i c ht w o C a n a d i a cni t i e sd o e sR i c h a r dF l o r i d ad e s c r i b e a s b e i n g ' g l o b at la l e n tm a g n e t s ' ?
5 A t w h i c hp a r to f t h e i m m i g r a t i opnr o c e s sd o s o m eb a n k sr e g i s t enr e wc u s t o m e rfsr o mo u t s i d eC a n a d a ? 6
W h a tt y p eo f c o m p a n yi n M o n t r e apl a r t i c u t a r lbye n e f i t sf r o mh a v i n ga m u l t i t i n g u awl o r k f o r c e ?
7
H o wm a n yl a n g u a g edso i t s e m p t o y e ews o r ki n ?
41
DIVERSITY UillT 10 >' ETHNIC
rilfi
tr
Word search in thearticlewhichfit thesemeanings. Findwordsor phrases (paragraph A) whichrepresents something else,suchasa countryor nationality 1 something e........ (paragraph A) employs h a so . . . . . .i.t.sp . . . . . . . . (paragraph B) varietyof backgrounds
4........ nature(paragraph C) worldwide 9........ (paragraph multicultural C)
e . . . . .e. . . . . . . . . D) whomovesto a countryfromabroad(paragraph someone ;........ D) peoplewhogo to anotherareaor country, especially to findwork(paragraph m........
E) fromal[aroundtheworld(paragraph whichattractskilledemployees citiesor companies
.. .......' 9 . . . . . . ....t. . . m (paragraph economy 9 worldwide D 9........e........ (paragraph G) 10 speaking a widevariety of languages
tr
Prepositions Complete theseverbphrasesfromthe articleusingthe correctprepositions. Responsibitities in a company in China ........operations 1 to bein charge division MiddleEastandIndian 2 to head........thecompany's 3 toberesponsible........theOntario-basedautomotivedivisionofLeggett&Platt andtheiractivities Companies ........itspayrott 4 to have110nationalities people........staff of ethnically diverse 5 to havea multitude 5 t o s i g n. . . . . . .c. u s t o m e r s 7 t o s e t . . . . . . . .caa l cl e n t r e
42
UNlT10 >' ETHNICDIVERSITY
!|
Sentence completion Usephrasesfrom Exercises A and B to completethesesentences. 1
I nt h i s
. . . ., s o m eC E O sh e a dm u l t i n a t i o n ac lo m p a n i e s .
2
Peopte w h o a r er e s p o n s i b l.e. . . . . . .l a r g ec o m p a n i ew s h i c hd e a lw i t h m a n yn a t i o n a l i t i et sa l k a b o u tt h e b e n e f i t so f e m p l o y i n .g. . . . . . .f r o ma w i d ev a r i e t yo f e t h n i cb a c k g r o u n d s .
3
Somecitiesareso ethnicallydiversethat they havebecome
. . .c o m p a n yc a nb e n e f i ft r o mh a v i n ga . . . . . . . .w o r k f o r c e 4 A n. w h o c a nc o m m u n i c a twei t h p e o p l e f r o ma l a r g en u m b e ro f c o u n t r i e s . 5
U
F o rt h e s ec o m p a n i e s. ... . . . . .o f t h e w o r k f o r c e i s t h es e c r eo t f t h e i rs u c c e s s .
Understandingexpressions Choose the bestexplanation for eachphrasefromthearticle. (tine1) 1 'Aspartof its annualcharitydrive,...' a) carracefor charity b) money-raising event 'Having multitude a of ...'(line33) a) wide rangeof nationalities b ) l a r g en u m b e r '... one of the country'smostimportantcompetitiveadvantages...' (lines58-59) a) betterchancesof successthan one'scompetitors b) bettercompetition '...beforethey evenset foot in Canada.'(tines65-66) a) arrivein b) travelaround '... to spearheadsalesand investments ...'(tine81) 5
5
a) [ead b) fisht '...in goiningrecognitionfor...' (lines 89-90) a ) w i n n i n gp r i z e s b) gettingacceptance
Visitthewebsites of a fewmultinational companies andwritea shortreportcomparing theirpolicies on ethnicdiversity. Givea shortpresentation ontheadvantages for multinational companies of havinga multicultural youknowof. workforce. Include anyspecific examples
Thisunit looksat the way companies areworkingto hetpwomenin the workforce.
Discuss thesequestions. 1 Arewomencommonty foundin seniorpositions in companies in yourcountry? Whatpercentage of womendoyoufindat this[eve[? getanyextrahelpfromcompanies 2 Doworkingmothers to helpthemworkwhilstmanaging a famity? lf so,whatformdoesthishelptake?
tr
Understanding themainpoints aretrue(T)or fatse(F). Readthearticleontheoppositepageandsaywhetherthesestatements ldentifuthe partof thearticlethatgivesthisinformation. services firmshavebeenworriedaboutthelackof menin seniorpositions foryears. 7 Professional firmsarenotinterested in changing thatsituation. 2 Consulting in consulting firmsis growing rapidty. 3 Thenumberof womenin seniorpositions rationale for helpingwomento stayin theworkforce oncea company hasspent 4 Thereis a business timeandmoney training them. workforce baseis nowtoosmalIforcomoanies'needs. 5 ThetraditionaI 5 Clients do notlikefemaleconsultants to workpart-time. Understandingdetails Readthearticteagainandchoose eachstatement. thebestoptionto complete in orderto ... 1 Consulting firmsaretryingdifferent workarrangements a) savemoneyon officespace. b) hetpmorewomento stayin theirfirms. 2 Theyhavedeveloped flexible workarrangements in orderto ... 'Generation Y'to workforthem. a) attractthecleverest menandwomenin b) become leaders in modern workingpractices. 3 At KPMG,... a) nearlyhalfof themanagers arewomen. b) justover10percentofthemanagers arewomen. of themostseniorpositions heldbywomenis ... 4 At Deloitte, thepercentage a) 4o percent. b) 13percent.
44
U t i l T : 3 * " G € N i l E R€ Q U A L I T Y
t Diversity: F Womenmake progress1n climbing through f the ranks
# {
ff
by Brooke Masters
B t5
20
C
For decades, professional services firms have been concerned about the absenceof r,vomenin leadership roles. But over the past decade, consulting flrms have taken firm stepstor'vardsfixing that problem. From networking groups and'mentoring caf6s' to leadership seminars and extra financial support for women returning from matemity leave, consulting firms are experimenting rvith different ways to suppoft and retain the female part of their lvorkforce. Over time, they have made the industry a leader in using flexible lvork affangements and are competing for the best and the brightest women 'Generation Y', the and men in 20-somethings who have put work-life balance at the centre of their demands. In most consulting firms, for examp l e . f e m a l e r e p r e s e n t a t i o nr e m a i n s quite low: while 40 per cent of Deloitte's graduate intake is female, only 18 per cent of those at senior levels are women. At KPMG.48 oer cent of managersare women.but this drops to 13 per cent at the partner rank.
/ However, people who support and 30 encourage workforce diversity say they see progress, both in attitudes and in numbers. The proportion of women in the senior grades is gro'"ving.The change is slow, but it is 35 in the right direction. D Accommodating female employees in the lvorkplace is not simply an act of kindness.In fact, many firms seeretaining trained consultants as a businessnecessity.Losing valued and skilled managersnot only results in a waste of training time and resources, but it harmsthe recruitmentprocessin the next generation. 'We're really talking about talent issues. The traditional groups of the population that companies used to look to for new recmits are shrinking. so we
need to think about how r,ve are going to be able to recruit from diverse groups,' says Isabel Naidoo, Head of Diversity forAccenture in the UK. Some firms also recognise that women can offer different skills. 'Women are quite good at aspectsof management, managing diversity and working in teams. These are things we must encourage if we are going to add value,' says Judith Halkerston, Managing Director of Energy, Utilities and Telecoms at Logica. G That has led to programmes such as PAconsulting group's decision to boost the salaries of newly returned mothers temporarily so that they can afford to r'vork fewer hours without sacrificing pay in the flrst few months. Deloitte has emergency childcare on c a l l .I B M l e t sa l l e m p l o y e e -s n o tj u s t parents - buy up to two weeks of extra leave, which many consultants use for childcare. KPMG invests heavily in state-ofthe-afi teleconferencing,which makes telecommuting and other 75 flexible arrangementsmore possible. H Clients, on the whole, have been supportive of the efforts to accommodate a variety of work arrangements. Consulting flrms say there has been no resistance from clients and sometimes you hear them say: 'Well,I only work three days a week and it works for me'. 'Clients SaysAccenture'sMs Naidoo, want a job done and with quality by a cerlain deadline,but it's up to us how we managethat.'
FT
W o m e nb e n e f i o t r g a n i s a t i o nbse c a u s e t h e ya r ep a r t i c u l a r lgyo o da t . . . a J v a r i o u sa s p e c t so f m a n a g e m e n t . b ) u s i n gt e l e c o m m u n i c a t i oenqsu i p m e n t . P Ah e t p sw o m e nw h o h a v er e c e n t l yh a da b a b yb y . . . a ) g i v i n gt h e mv e r yl o n gm a t e r n i t yl e a v e . b) attowing t h e mt o w o r kf e w e rh o u r sw i t h o u tl o s i n gp a yf o r a w h i l e . D e l o i t t ep r o v i d e s. . . a ) a c h i l d c a rsee r v i c e . b ) a n e m e r g e n chye a l t hs e r v i c e . I B Ma [ l o w s . . . a ) w o m e nw i t h c h i l d r e nt o t a k e u p t o t w o w e e k s ' e x t r a h o l i d a yt i m e . b ) a l l e m p t o y e etso b u y u p t o t w o w e e k s ' e x t r a h o l i d a yt i m e .
45
UN|T11"
GENDEREQUALITY
llllril tr
Word search Findwordsor phrasesin the articlewhichfit thesemeanings. t
(paragraph highpositions in companies in whichyoumakedecisions aboutstrategy andtheworkforce A) 1 . . . . . r. . . . . . . . . (paragraph a periodof timeduringwhicha womanwhois having a babydoesnotworkforhercompany A)
-........1........ peoplefroma varietyof backgrounds whatcompanies achieve whentheyencourage andbothgenders (paragraph to workfor them C)
w........4........ qualified youngpeoplehiredbycompanies thenewsetof recently eachyear(paragraph C) 9........i........ (paragraph gettingsma[]er E) t........ (paragraph increase G)
b........ thehighestlevelofdevelopment achieved at a particular time(paragraph G) r . . . . . . . . - o f.-.t..... - a . . . . . . . . places usingtelephones or computers in whichpeoplein different to havemeetings cantalkto each other(paragraph G)
t....... workingfromhome,usingcomputer connected to theoffice(paragraph G) f .......
tr
partnerships Word 1 Matchthesewordsto makepartnerships fromthe articlewhichdescribesomeof thethings provide companies or useto helpwomenin business. 1 leadership 2 mentoring 3 financial 4 networking
a) b) c) d)
caf6s support groups seminars
Matchtheverbs(1-4)with the phrases(a-d)to makeexpressions similarto thosein the articlewhich describe someof theactionscompanies taketo helpwomenin business. a) 2 to accommodate a variety b) 3 to investin c) 4 to haveemergency childcare d) 1 to boostthe salaries
46
of workarrangements on call of newlyreturned mothers state-of-the-art teleconferencing
U N I T 1 1"
GENDEREQUALITY
Vocabulary development intheboxto makestatements. Putthemintothecorrect categories below. Usethephrases Useeach phraseonly once. diversity harmsthe recruitment in teams in the nextgeneration m a n a g i n g p r o c e s s t i m ea n dr e s o u r c e s w a s t e s w o r k i n g T h et w o d o w n s i d etsh e a r t i c l em e n t i o n so f n o t e n c o u r a g i nwgo m e nm a n a g e rtso s t a yi n t h e c o m p a n y a) w...... b) h........ Twoof the management tasksthat womenare particularlygoodat a) b)
Textcompletion fromExercises A-Cinthecorrect formto complete Usethephrases thisparagraph. C o m p a n i easr ei n c r e a s i n grl ye a l i s i n tgh a tt h e yw i l l n o t h a v ee n o u g hg o o dm a n a g e rtso m o r r o wi f t h e yd o n o t s u p p o r tw o m e nw h o h a v ef a m i l i e st o d a y . C l e v efri r m sf i n da r a n g eo f w a y sn o tt o s u f f e a r w . . . . . . .o. f t . . . . . . . a n d r . . . . . . . .d' u et o l o s i n gs k i t t e d and e f f e c t i v fee m a l em a n a g e r sS. o m eo f t h e mi n v e s ti n r . . . . . . . . - o f - t h- ae. . . .. . . . tt e c h n o l o giyn o r d e rt o m a k e m o r ef l e x i b l ew o r k i n ga r r a n g e m e n tssu, c ha s 1 . . . . . . . . tp, o s s i b t eO. t h e rc o m p a n i etsr y t o h e l pw o m e n p r o g r e stso s e n i o p r o s i t i o nbsy e n c o u r a g i nt hge mt o a t t e n dl .. . . . . . .r . . . . . . . .a4n dj o i nn . . . . . ...g . . . . . . . .. t M o r es e n i o rs t a f fh e t pj u n i o rm a n a g e rtsh r o u g ha s y s t e mo f m . . . . . . . .c . . . . . . . . o . lits a l s oi m p o r t a ntto o f f e r { . . . . . . . .t . . . . . . . .a' t a t i m ew h e nf e m a t em a n a g e rasr eh a v i n gc h i t d r e nS.o m ec o m p a n i ehsa v et a k e nt h es t e p o f t e m p o r a r i lby . . . . . . . t. h e t . . . . .. . . 8o f m o t h e r sw h o h a v er e c e n t l yh a da b a b y s, o t h a tt h e yc a nk e e pt h e s a m es a l a r yb u t w o r ks h o r t e rh o u r sf o r a s h o r tt i m e .T h e s em e a s u r eas r en o t s i m p l ya g o o ds o c i a p l oticy, b u t a n e c o n o m in c e c e s s i tby e c a u s ew, i t h o u tw o m e n ,c o m p a n i easr ef i n d i n gt h a tt h e t r a d i t i o n awl o r k f o r c e ist........n A.t t h o u g thh e n u m b e or f w o m e ni n 1 . . . . . .r . . . . . ...' oi s s t i t ts m a t lf,o r t u n a t e it tyi s g r o w i n gT. h o s e w h o s u p p o r tw . . . . . . . .J . . . . . .. . " a r es l o w l ys e e i n gt h e p o s i t i v er e s u l t so f t h e i re f f o r t s .
W h a td o y o u t h i n ka b o u tt h e a c t i o n st h e c o m p a n i em s entioned i n t h e a r t i c l eh a v et a k e nt o h e l p increasethe numbersof womenstayingin theirworkforce? Are they a good idea?Wouldthis work in everysectorof industry?Arethereany othermeasureswhichcompaniescoutdtake to improve t h e g e n d e rb a l a n c ei n c o m p a n i e s ? Visitthe websitesof the companiesmentionedin the article.Lookat what they sayaboutdiversity a n d h e l p i n gw o m e ni n t h e w o r k p l a c eW . r i t ea s h o r tr e p o r ta b o u tt h e c o m p a n yw h i c hy o u t h i n k providesthe best help.
47
Thisunit looksat the effectof economic cycleson the decisionto hire foreignlabour.
Discuss thesequestions. 1 Docompanies in yourcountryhireemployees fromoversees? Compare a fewdifferent youknowof. typesof companies 2 Whatsortof positions dotheseemptoyees tendto hold,andwhydoyouthinkthisis?
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Understandingthe mainpoints pageandanswerthesequestions. Readthearticleontheopposite 7 Whichsetof managers didtheeconomic downturn in 2009hit morestrongly, foreignor local? 2 Whyhadtherebeenso manyexpatriate managers inVietnam beforethatpoint? affected thetraditionaI relationship thatVietnamese 3 Howhadthissituation employees had withtheircompany? in Vietnam? 4 Whateffecthadit atsohadonsalaries haveon companies'wi[[ingness 5 Whateffectdidtheeconomic downturn to employ managers? expatriate 6 Whatwastheeffectof thenew[awwhichcameintoforceon rst January zoo8? 7
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process? Whatimpactdidthisnewlawhaveon thelocalisation
Understandingdetails Readthearticleagainandanswerthesequestions. 1 Howdidcompanies in Vietnam encourage operating skilledworkers to workforthem? 2 Whatwastheaverage employee ratein HoChiMincityin 2008,according turnover to an HRsurvey? 3 Whatwastheemployee turnover rateat themanagerial leve[? didVietnam 4 Howmuchdirectforeigninvestment enjoyin 2007? risebyin thatyear? 5 Howmuchdidaverage salaries 5 Didmanagerial salaries riseby moreor lessthanthatamount? rateinVietnam 7 Whatwasthetop income-tax at thattime? 8 Whatexamples of tax-free benefits doesthearticlemention?
48
UNIT12 >' HIRINGLOCALTY ORABROAB
seesilverlining in skillsbattle Vietnamese
offers to atftact qualified staff. Consequently,whereasin the past Vietnameseworkers had generally A For expatriateemployeesin Vietnam, January2009 looked like the 'perfect stayedwith a singlecompanyfor their storm'. The poor global economic :o entireworking life, more recently,the 'upwardlymobile'hadalsobecomethe outlook, combined with recent local 'laterally mobile'. s tax changes,made the survival of D A survey by Smart HR, a human expatriate jobs look uncertain. In resources contrast,for local managers,there consultancybasedin Ho Chi rs Minh City, found that in 2008, the wasreasonfor hope. B averageemployeeturnover rate was Over the pastfew years,Vietnam's ro breakneckdevelopmenthad created 16.7per cent.However,this wasjust local labour shortages,particularlyin the 'tip of the iceberg'comparedwith the managementsector.The demand the turnover rate at more senior for qualified personnelin finance, 40 managementlevels.Almost half of marketing, human resourcesand all human resourcesmanagersin Ho rs generalmanagement wasmuchgreater Chi Minh City moved in 2008. than supply. This had created an Accordingto JessicaLu, Smart'sChief Executive,'If you were a human employmentbonanzafor therelatively few Vietnamesewho hadthe specialist 45 resourcesmanagerand you hadn't skills,aswell asthousands moved in three years,people started of expatriate zo workers,notjust from the developed to think there must be something wrongwith you.' world, but alsofrom placessuchasthe Philippines,India andPakistan. E The main reason for this heavy c The competitionfor skilled labour so demandfor executivesand managers was fierce, with new arrivals in the had been the large wave of foreign employermarketusinggeneroussalary direct investmentin Vietnam'smanuby TimJohnston
facturing sectorover the previous few years:in 2007 alone,foreign direct investmenthad accountedfor some $1lbn, or more than 12 per cent of grossdomesticproduct.As moreintern a t i o n a l c o m p a n i e si n v e s t e d i n Vietnam,they createdsomethingof a of a salary bubble for local senior management. F The SmartHR survey showedthat for foreign-investedenterprises,overall salariesincreased by almost18percent os in 2008, but il executivepositions,the rise was much more oronounced. Accordingto RupaliEde-kar, who runs Active Selection,a recruitmentagency basedin Ho Chi Minh City, 'There 70 were people with very limited experienceand skills, and they were askingfor totally unrealisticsalaries.' G But the globalcrisissoondampened down the fuenzy. Many overseas zs companies started to lay off staff and imposed blanket hiring bans. In the short term, companiestightened their belts and looked more closelyat the relativelyhigh costsof m expaffiatelabour. H Furthermore, a new tax law that cameinto effect on JanuaryI madelife more difficult for expatriates.Most expatriatecontractsleft the tax burden ss to employers.At around 35 per cent, the top rateof tax wasalreadyrelatively high, but salarypackageswere often boostedby tax-freebenefits:paid-for household utility bills (such as m electricity), a companycar, private educationfor the children and flights home were all used to attract skilled management to Vietnam. I However, on 1 January2008, all ss those benefits becametaxable. This soon speededup the localisation process: the previous expatriation trend reversedas companiesstarted to reduce the number of foreisners rmthey employed.
FT 49
UN|T12"
LOCALTYORABROAD HIRING
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Word search in thearticlewhichcomplete thesesentences. Findwordsor phrases workers 1 Whenlotsof jobsareon offerandtherearenotenough to filtthem,thiscreates an e.. . . . . . . jobs (paragraph and are in high demand. B) forworkers. Theyhavea widechoice of b........ quickty 2 Emptoyees whomoveupthecareer ladder aresaidto becr........ C) m.........(paragraph fromcompany whomakesideways career moves, to gainbroader experience or perhaps to 3 Employees company in orderto takeadvantage of a bettersalaryoffer,aresaidto bel.. . .. . . . m.. . . ..... (paragraph C) e c o m p a ni syk n o w n a st h ee . . . . . . t. . . . . . . .r . . . . . . . . 4 T h er a t ea tw h i c he m p l o y e e ns t ear n dl e a v a (paragraph D) E) risesharpty overa shortperiodof time,thisis knownasa t.. . . . . . . b... . . . . . . (paragraph 5 Whensalaries hastoomanyemployees notto recruit forthetimebeingat anylevelof 6 Whena company anddecides p h) im t h eo r g a n i s a t i iot n , p o s easb . . . . . . h . .. . . . . . .b. . . . . . . . .(.p a r a g r aG it mayhaveto makeemployees redundant or 1........ become worseforthecompany, them 7 lf conditions ( p a r a g r a p h o......... G) . (paragraph l) 8 Thetrendforusinglocallabouris knownas1........ labouris knownase........ . (paragraph l) 9 Thetrendforusingoverseas
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Wordpartnerships (a-f)to makeexpressions similarto thosein thearticle. Matchtheverbs(1-6)withthe phrases 1 to staywith 2 to create 3 to askfor 4 to leave 5 to attract 6 to speedup
g
a) thetaxburdento emptoyers b) a salarybubble c) a company for life d) skitledmanagement to Vietnam salaries e) totaltyunrealistic process f) thelocatisation
Causeandeffect Useexpressions in the boxto completethe paragraph. asa result asa resultof caused by consequentlydueto in orderto thesurvivaI thepoorglobaleconomic outlookandrecenttocaltaxchanges, ofexpatriate jobstookeduncertain. for [oca[managers ........u, however, thesituation tookedevenbetter thanit hadbefore. years,therehadbeenanemployment Duringtheprevious bonanza forexpatriate workers withspecialist ' eb r e a k n eec ck o n o mdi ce v e l o p m ei nnVt i e t n a m. ... . . . .,.e0v e nV i e t n a m ews oe r k e r s s k i l l s. ., . . . . . . . . . . . . t. h for tife,startedto change companies regularly whohadpreviously tendedto staywiththesamecompany riseupthecareertadderfasteror takeadvantage ........5 of bettersalaryoffers.In zoo8, workers, thedeparture of manyof theexpatriate theemployment trend reversed backto oneof localisation.
50
UNIT12 '> HIRINGLOCAILY ORABROAD Sentence completion use words and phrasesfrom ExercisesA-c to completethese sentences. 1
D u et o a s h a r pr i s ei n f o r e i g ni n v e s t m e nbty o v e r s e afsi r m s ,w e e x p e r i e n c eadp e r i o di n w h i c h those o f u s w i t ha g o o de d u c a t i oann ds k i l t se n j o y e a d r e a .l . . . . . . .
2 A s t h e r ew e r ea l w a y sm o r ej o b st h a np e o p l et o f i t tt h e m ,w e w e r ea b l et o g e t p r o m o t i o nqs u i c k t y and b e c a m ve e r y . . . . . . 3
W es i m p l yd i d n ' th a v ee n o u g he x p e r i e n c eadn ds k i l t e dp e o p l ei n t h e c o u n t r yt o m e e tt h e s h a r p r i s ei n d e m a n df o r l o c a lm a n a g e r s . t h e p o l i c yf o r h i r i n gm a n a g e rm s o v e dq u i c k t yt o o n eo f . . . . . . . .. 4 ' ' . . . . . a. ' ' . . . . . .. . . . . . .t.h e[ a r g en u m b eor f e x p a t r i a m t ea n a g e resn t e r i ntgh ec o u n t r ya ,. . . . . . . . . . . . . . . s o o na p p e a r e da,n dw e a t l b e n e f i t e d f r o mh i g h e rs a t a r i e sT.h i sw e n to n f o r s o m et i m e . 5
B yt h e e n d o f z o o 8 ,h o w e v e ri t, w a sc l e a rt h a t a n e c o n o m i d c o w n t u r nw a se m e r g i n ga,n da l o t o f c o m p a n i ebse g a ni m p o s i n ag . . . . . . . .
6
W o r s es t i l t ,t h e ya c t u a l l ys t a r t e dt o . . . . . . . . . . . . . . . .m a n a g e r sa,n da l o t o f e x p a t r i a tw e o r k e r sw e n tb a c k t o t h e i ro w n c o u n t r i e s .
Understand ingexpressions Choosethe best explanationfor eachphrasefrom the article. 1 '...Vietnam'sbreakneckdevelopment...' (tines9-10) a) extremelyfast b) tittteby tittte 2 'Thecompetitionfor skittedlabourwasfierce..; (Iines23_24) a) veryweak b) verystrong '... 3 this was just the "tip of the iceberg"...' ([ines3T-3g) a ) a s m a l lp a r to f t h e p i c t u r e b) for the top layersof management 4 'But the gtobalcrisissoondampeneddown thefrenzy.,(lines73_74) a) madeeveryonebored b ) r e d u c e dt h e c o m p e t i t i oann d e x c i t e m e n t '... 5 companiestightenedtheirbelts...'(tines77_TB) a ) i n t r o d u c e ad n e w h e a t t hp o l i c y b ) r e d u c e dt h e i rb u d g e t s
1, Discuss theadvantages anddisadvantages of movingto another countryto work.Exptain yourideas. 2
Doemployees in yourcountrytendto staywiththesamecompany for life,or do theychange company fromtimeto time?Howregularly do employees expectto makesideways movesin theirjobsor get promotions? Thinkof different typesof industries andjobs.Howdoesthisbehaviour compare *r:tt'lti,ut of yourparents' andgrandparents' generations or othercountries youknowof?writea shortreoort.
51
Thisunitlooksat the contribution thatthe modernHRdepartment makesto the successof a company.
Discuss thesequestions. professionals 1 Listallthetasksyoucanthinkof thathumanresources carryout. ptaysmoreof a strategic 2 Wouldyousaythatthehumanresources department roleor a supportrole? yourideas. Explain
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Understanding themainpoints Readthe articteon the oppositepageandsaywhetherthesestatements aretrue (T)or false(F). ldentiffthepartof thearticlethatgivesthisinformation. 1 Unilever onlyca[[sitsetfthe'multilocaI muttinational'because it operates in manycountries. 2 lts humanresources strategy hasatways takenintoaccount themanydifferent businesses it ownsaroundtheworld. 3 Itscurrent HRpoticy hasthreemainaims. focuses 4 ItsHRstrategy on fourmainareas. peoplemaketo thebusiness 5 GaryCrouch, Unilever's HRDirector, saysthatthecontribution theyworkfor is increasingly beingvalued. 5 It is difficutt to givethiscontribution a numerical or financial value. 'Accounting for People'. 7 Thereportwrittento tacklethisissuewascalled 8 Thereportwassponsored bythe Department of Health. regularly usestatistics retating 9 Companies to emptoyees for internalpurposes. 1 0 Companies alsousethesestatistics widelyin theirpublicreports. 7 7 GaryCrouch hopesthatonedaycompanies wi[[measure andreportontheiremployees in thesamewaythattheyreporton theirfinances today. Informationsearch 1 Thearticlegivesseveralexamples of waysin whicha companycanuseemployee statistics internally. Putthemin therightorder,astheyappearin thearticte. ptanning a) Managing succession b) Assessing high-potentiaI managers c) Comparing theperformance of different divisions
52
U N I T1 3 "
practicesand priorities. 'Peoplefrom different parts of the businesswere rs talking quite different languages,' he explains. C However,a few yearsago,the company formally developeda shared corporate HR framework, whose zo primarygoalsweresimplicityandbenefitsofscale.The new strategyfocused on four key areas:leadership;talent management; efficiencyandcosteffectiveness;andcorporateculture. D HR, it seems,is no longerjust a worthy and useful supportfunction. It is part of the strategicmanagementof the business.Mr Crouchbelievesthatthis reflects the changing role of HR ro in the company.He explains,'It's a way of recognisingthe importanceof peopleto thesuccess ofthe business.' E This is, ofcourse,the positionthat many other companieswould like to :s claim as well. The questionis how to put words into action. How do we find ways to adequatelymeasureand report HR's strategicrole in adding value?This was the task tackledin an ao 'Accounting for People'reportwhich was sponsoredby the UK Department ofTrade andIndustry. byAndrew Bibby F Somecompaniesuseof a numberof key employee statistics internally A Unileverlikesto call itselfthe 'multilo- as in their regular strategic planning cal multinational'. It is a term that meetingsto establishHR policy and reflects the company's enormous development. Oneexampleof the way geographicaland product range, theyareusedis in theassessment of the s but which perhapsalso suggeststhe proportion of staff considered to challengesof developinga single so have high managementpotential. corporate strategy for a string of High potential is assessedusing a individualoperatingbusinesses. numberof objectivecriteria,including B Gary Crouch, HR Director for businesscompetencies, past perforro Unilever UK, admitsthat, until a few mance, and range of skills and yearsago,eachUnilevergrouptended ss experience.A secondmeasuretests to follow its own individual HR whetherthe succession planningfor
Building a strong HR brand
B U I L D I NAGS T R O NH GRB R A N D
key postsis adequate, by assessing the number of potential candidatesfor moreseniorjobs. G Athird method,employingkey ratios such as salesto employeenumbers, can be used to comparethe performanceof different divisions within a group.Other figuresinclude the averos agetime an employeespendsin a post, staff retentionrates,the number of managementlayers in a companyor department, safety and accident records,andworkforcediversity. H However, there can be difficulties with usingstandardemployeestatistics for external comparisonsbetween companies.For example,the actual importanceof low staffretentionrates rs could differ widely betweendifferent companiesin differentsectors.As a result, there is still a great degreeof cautionon thepart of companiesabout goingpublic too quickly with datathat so could be misinterpreted.However, industry is clearly moving towards morereporting. I Mr Crouchsays,'Financialstatistics havebeenbuilt up over many years as and are supportedby large numbersof accountancypractitioners.Achieving this in HR will take some time. The task will be to end up with objective and verifiable data that can be used m for genuinecomparison.The point is that we aremoving towardsmanaging our peopleas a resourcefor business with the same degree of rigour and discipline that we use in any other ss of thebusiness.'
FT
Readthearticleagainandtick(./) theitem(s)thatcomplete eachsentence. 1 GaryCrouch describes theoldUnilever as... a) a t o t o f d i f f e r e nct o m p a n i easr o u n dt h e w o r l d . b) h a v i n ga l o t o f e m p l o y e ews h o d i d n ' ts p e a kE n g l i s h . c) h a v i n ga l a r g en u m b e ro f d i f f e r e nat n ds e p a r a t eHR p o t i c i e s . 2 Unilever's newstrategy focused on ... a) efficiencyand costeffectiveness. b) m a n a g i n gh i g h - p o t e n t i m a la n a g e r s . c) reducingthe workforce.
d) corporate culture. e) developing leaders. f) diversity.
53
lrl
U N I T1 3 "
B U I L D I NAGS T R O NH GRB R A N D
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Word search Findphrasesin the articlewhich fit these meanings. 1 a companywhichsellsdifferentthingsin differentcountries,reflectingtheirdifferentneeds(paragraph A) m......-2
A) a companywhichoperatesin manycountries(paragraph
,
:;;;;rry's
a i m si n g e n e r a l a n d t h e w a y i t h o p e st o a c h i e v et h e m ( p a r a g r a pAh)
c . . . . . .t.... . . . . . . (paragraph waysof doingthingsin theHumanResources department B) HRP . . . . . ' . . (paragraph andpractices usedbyanentirecompany C) 5 a setof HRpolicies c . . . . . .H . .Rf . . . . . . . . enjoyswhenit takesadvantage of its largesizeto reducecosts(paragraph 5 whata company C) o . . . . . . . . r . . . . . . . . b....... planswhatitwiltdo in thefuture, whena company including: whichproducts orservices it shoutd (paragraph F) selt,whichmarkets it shouldbein andhowprofitscanbeincreased t . . . . . .P . .. . . . . . . . 8 hardfactsandfigureswhichdo notinvolveopinionandwhichcanbe understood in thesameway F) byeveryone whoviewsthem(paragraph o . . . . . .c. . . . . . . . . 9 a s p e c i f i c s e tsokfi l l s w h i c h a r e c o n s i d e r e d t o b e e isnsoerndtei ar fl oar n e m p l o y e e t o b e e f f e c t i v e in a seniorrote(paragraph D b . . . . . .c. . . . . . . . . 10 whencompanies workoutwhether theyhavetherightemptoyees to fill seniorpostsasthepeople (paragraph positions in these teavethecompany F) . . . . . . t.. P
Wordpartnerships simitarto thosein the article. Matchtheverbs(1-8)with phrases(a-h)to makeexpressions L to compare 2 to manage 3 to recognise 4
to measure
5 to develop 6 to use 7 to develop 8
54
to establish
a) b) c) d) e)
a singlecorporate strategy a sharedHRframework HR'sstrategic rolein addingvalue keyemptoyee statistics HRpolicyanddevelopment importance the of people to thesuccess ofthebusiness 0 divisions of different d theperformance h) peopleasa resource for business
U N I T1 3 "
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B U I L D I NAGS T R O NH GRB R A N D
Sentence completion A andB to completethesesentences. UsewordsandphrasesfromExercises lifethesedays. 1 HRdepartments areplaying a moret........rolein corporate 2 B u s i n e s saerses t a r t i n g tro. . . . . . . . t hi e m p o r t a noc fep . . . . . . . . ttoh es u c c e sosf t h eb u s i n e s s . moreinterested in measuring HR'srolein a........v........to theirbusiness. arebecoming 3 Companies co l m p a r i s oannsdm e a s u vr ea r i o u s 4 A l t h o u gcho m p a n i de osu s ek . . . . . . .e.. . . . . . .t . . . . . . .t .o m a k ei n t e r n a business, using for externaI reporting is not so common. aspects of the them p........ human resources taskis9........ surethatthecompany hasenough 5 Animportant , making qualified positions emptoyees whentheexisting managers andexperienced to filltheseniorandstrategic employees' leave thecompany. Keyemployee statistics canbeusedto compare b........ c.........
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Understandingexpressions Choose the bestexplanation for eachphrasefromthe article. partsof thebusiness 1 'People fromdifferent weretalkingquitedifferent languages...'(lines 13-15) mothertongues a) haddifferent waysof doingthings b) haddifferent (tines56-57) planning 2 '...succession for keypostsis adequate...' a) goodenough b) average ...'(tines75-78) 3 'Asa result,thereis stilla greatdegreeof cautionon thepartof companies pay companies have a big deposit a) to b) companies areveryunsureaboutit ([ines92-94) for business withthesamedegreeof rigouranddiscipline...' 4 '...asa resource andprofessionally a) ascarefutly b) asstronglyandforcefully
provideusefulinformation Doyouthinkthatkeyemployee statistics abouta company? Thinkaboutsomeof thedifferent in thearticle.Doyouthinkthepublicwould areasmentioned generally be interested? you lf werethinkingaboutjoininga company wouldyoube interested asanemployee, in knowing howlongemployees Wouldit bea goodindicator tendedto staythere? of how youknowof. industries happytheywerein thecompany? Thinkaboutdifferent
55
Thisunit looksat the roleof softwarein humanresources decision-making.
Discuss thesequestions. 1 lf a company hasto makeemployees redundant in yourcountrydo youknowof anylawsand manages conditions whichgovern thewaythecompany thisprocess? 2 Howdo companies Dotheyuseanyparticutar criteria? decide whoto makeredundant?
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Understandingthe mainpoints pageandsaywhetherthesestatements Readthearticleontheopposite aretrue(T)or false(F). ldentifythe partof thearticlethatgivesthisinformation. 1 Companies whotheyshouldfireasmuchastheydoto decide usecomputer technology to decide who to recruitthesedays. 2 lt is betterto leavedecisions whoknowtheir aboutwhichemployees to makeredundant to managers, employees better. 3 E-firing software cansavecompanies a greatdealof timeandmoney. or downsizing, a company caneasilylosekeystaffif it doesn'ttake 4 Duringa periodof restructuring thattheywillstaywiththecompany. stepsto identifythemandensure 5 E-firing software canbecombined witha numberof otherwebapplications to maketheredundancy selection orocess moreeffective. you 5 Oneof thewaysof deciding whichemployees shouldgo is to firstworkoutwhichemployees shouldkeeo. aboutwhichemployees keepearlyon in 7 Mergers between companies whichhavethought theyshoutd theorocess havebeenmoresuccessful thanthosewhichhaven't.
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Understandingdetaits Readthearticleagainandanswerthesequestions. 1 Whentwocompanies merge, whatis oneof themainwaysin whichtheycansavemoneyin thefuture? 2 Whichtwomainbusiness objectives doesthistypeof software helpbusinesses to align? In which three situations can e-firing be useful? 3 software 4 Whatlengthof delayin makingemployees redundant canresultin losingover25o/o of thedesired cost savings of a merger? doese-firing 5 Whichothersoftware applications software tinkwith? group problems 6 lf a company firestoo manyof a particular of employees, whattwopossibte resulting mention? doesthearticle
56
U N I Tr 4 "
E-FlRlNG
Computersays: 'You'refired' by Joia Shillingford A While many companieshave adopted e-recruitrnenttechniques- for example postingjobs on theweb- thebenefitsof e-firingareknown to fewerbusinesses. s The practicemay soundvery unpleasant,but - asmany who haveworked in a shrinking organisationmight agreesoftwarecould hardly do a worsejob thansomemanagers. B E-firing softwareis particularlyhelpful to managementsin the event of a merger or acquisition(M&A), where part of the logic of the deal is that the combinedbusinesseswill 1 5 needfewer staff. C By usingsoftware,the processcan be speededup so that the beststaffdo not leavewhile uncertaintyhangsover thebusiness. To illustrate,a one-month zo delayin working out whichjobs to cut could reduceexpectedcost savingsof $500ma yearby morethan$150m. D But delaysare commonbecauseof the difficulty andemotioninvolved in zs deciding who should stay and who should go. That is why humanresourcessoftware is increasingly being used to help businessesalign financialandorganisational objectives :o in situationsin which they needto get rid of employees.Theseincludemergers and acquisitions,redeployments, reductionsand ordinaryterminations. By linking to other businessapplica:s tions, suchas payroll and the humanresourcesdatabase,this type of softwarecan put all the important data in one place for senior managers to analyse. Hanson,Vice-President E Samantha of HumanResourcesat Vurv, a company which producesthis type of software, says:'Before we introducedthis soft-
quickly what it will cost to close a ware, every time I went through a +s restructuringprocess,the Chief Finanwhole unit andif it will disproportionately affect a group of employeessuch cial Offlcerhadhis or her spreadsheets, human resourceshad theirs and the as womenor ethnicminorities,which legal department were looking at 75 could lead to legal casesor an unbalancedworkforce. anotherone!Moreover,whentheChief H However,this type of softwaredoes so Executive changed the amount of not simplydealwith reducingtheheadmoney he wantedto save,the figures had to be calculatedagain,and it was count; it also helps to identify top performersor employeessuitablefor very difficult to getall the spreadsheets retraining.In arecentstudyof 40 M&A to matchup.' deals,it wasfoundthatin 15 dealsclasF But this type of softwareenables merger candidatesto set up a hyposified as 'successful',nearly every thetical event, such as a merger or companywhich took over a business identifiedkey employeesfor retention acquisition,and a goal, suchas how during due diligence (the processby much they want to reduce the head60 count by. Or what skills they want to which companiesverify that the intendedpurchaseis viable) or within end up with in the combined 30 days of the announcement. business.You can look at your workIn marked contrast, this only happened force in a variety of ways including: performance,pay, age,geographyor in onethirdofthe 'unsuccessfirl'deals. os businessunit. G Equally,you canlook at a combination offactors,suchassalesby business unit, lengthof serviceor the successof applicants hired by one particular ro recruiter.In this way,you can seevery
FT
57
UNlTr4 "
E-FlRlNG
tr
search Word in thearticlewhichfit thesemeanings' Findwordsor phrases (paragraph A) of e-recruitment 1 theopposite o-l
2
A) gettingsmalteror downsizing(paragraph
3
t........ with them (paragraphE) that canshow rowsof figuresand performcalculations computerprogrammes t........
(paragraphF) 4 the total numberof employeesa companyemptoys h........ or culturefrom most of the employees 5 smattgroupsof peoplewho havea differentcountryof origin (paragraph G) e . . . . . . .m. . . . . . . . ' strongand talentedemployees(paragraphH) particutarty
6
t . . . . .. p . .
at thiscompany's lookscarefutty company another aboutbuying wnichisthinking 7 whena company H) bytaw(paragraph do it must as viabte, tegatly and nnanciatty purchase is to checkthatthe accounts
A . . . . .d. . . . . . . . .
tr
Definitions
!|
WordpartnershiPs
canbe whene-firingsoftware situations fromtheartictewhichdescribe Matchthesewordsandphrases (a-d). usefut(1-4)withtheirmeanings thecompany leaves emptoyee andacquisitions a) whenanindividuat 1 mergers to anotherdue aremovedfromonedepartment b) whenemployees 2 redeployment reorganisation to a company whenonetakesover usuatly iointogether, c) whentwocompanies 3 downsizinC interest theotherandhasthecontrolting in orderto savecosts' itsworkforce reduces d) whena company 4 ordinary iobtermination downturn oftenduringaneconomic
by fromthe artictewhichdescribeactionsperformed Matchthesephrasesto makewordpartnerships departments' andhumanresources companies 1 t o p o s tj o b s
obiectives a) and organisationaI
2 to alignfinancial
b) top performers
3 to get rid
c) on the web
4
58
to go through
d) theheadcount
5 to recluce
e) a restructuring Process
6 to identify
f) of emptoyees
U N I Tr 4 "
E-FlRlNG
Wordfamilies Complete thechart. noun I
2
redeployment 4
termination
verb to merge
to acquire l
to reduce 5
to retain downsizing
7
Sentencecompletion Usewordsandphrases fromExercises A-Din thecorrectformto complete thesesentences. 1 Whentwocompanies . .......to formonelargecompany, unfortunately forsomeof theemployees, t h en e wc o m p a noyf t e n. . . . . . ... 2 Themanagement haveto decide whichemployees theyshoutd ........andwhichtheyshoutd fire. 3 lt is important forthemnotto losetheir........ experience in thebusiness.
otherwise thevwittlosethebestskillsano
4 Insomecases, therefore, it is betterto ........goodemployees to otherdepartments thanto ........ theiremployment withthecompany. 5 Themanagers canuse software, whichcanbecombined witha number of human r e s o u r c e s w e b a p p l i c a t i ocnasnb a rnidn g t o g e t h e r t h e . . . . . . . . o f v a r i o u s d e p a r t m e n t s s o t h a t t h e process decision-making is simplerandfaster. 6 I nt h i sw a yw , h e na c o m p a ngyo e st h r o u gah. . . . . . .p. r o c e sasn, dr e d u c ei tss. . . . . . .,.i t c a n. . . . . . .i.t s organ isational andfinanciaI objectives effectively.
Whatis yourimpression of thesoftware described in thearticle? ls it a sinister application of modern technology or a necessary innovation of modernsociety? Doyouthinksuchsoftware canreallybeeffective? Dospreadsheets knowmoreabouta company's employees thanits managers? Thinkaboutverylargeandverysmallcompanies.
fora temporary humanresources Thisunitlool
Discuss thesequestions. wouldyouexpectto bespecified in anadvertisement 1 Whatqualifications, skillsandexperience forthepostof HumanResources Manager? 2 Whatresponsibilities anddutiesmightbedescribed?
tr
mainpoints Understandingthe pageandanswerthesequestions. Readthejob advertisement ontheopposite position 1 Howdidthistemporary arise? 2 Whatis thecurrentsituation of thecompany? playin relation to thissituation? 3 Whatrolewi[]theHRManager of theHRdepartment? theefficiency 4 Whatneedsto bedoneto increase do to attractandretainstaff? 5 Whatcanthe HRManager in linewithlegalrequirements? 5 Whichtwospecific tasksneedto be performed in thepharmaceutical industry essential? 7 ls a background needexperience in? 8 Whichareasof change management doestheapplicant needto beableto communicate in French andEnglish? 9 Howwelldoesthe HRManager
tr
Understandingdetails Readtheadvertisement againandanswerthesequestions. 1 Whatdoesinterimmeanin theiob title? Whatdoesthistermmean? 2 Whatdoesc.standfor in thesalaryspecification? per annum? 3 Whatis meantby
E
Information search Readtheadvertisement of the HRManager arein relation againandsaywhatthe responsibitities to thefollowingpeople. 1 theSenior Human Resources Manager 4 tinemanagement 2 a department of 15 5 unionrepresentatives 5 multifunctional teams 3 seniormanagement
60
UN|T15"
IOBADVERTISEMENT
InterimHRManager- Temporary Globatpharmaceutica[ company, France c.€40-55,000perannum I A leading gtobatpharmaceutical companyis urgentty seeking a HumanResources Manager to join itsteamin Paris. Supporting theSenior HumanResources Manager and leadinga department of 15,youwill oversee the provision of HRservices andptaya pivotalrolein the process of organisational restructuring. Thisisa 1Z-monthcontract s covering maternityleave.
s RESPONSIBILITIES
C CANDIDATE REQUIREMENTS
Thekeyareasof responsibility aredetailedbetow,but TheideaIcandidate will havea stronginternational thesemayvaryandthe HumanResources Manager wi[[ background with a trackrecordof success in a similar performadditionaI tasksasandwhenrequired: corporateenvironment. As a point of contactfor all ro . Manage +s internalandexternalHRissues, yourteamto maximise you musthave the efficiency of the HRdepartment. outstanding Thiswilt inctudeestablishing communication skittsandbe ableto planfor HRstaff. a realistic collaborate succession with multifunctional teamsto deliveran . Supportthe development HRservice whichis compatibte andimplementation with the companys of HR goats.lt is essential strategyacross the wholeorganisation that you canrespond in areassucn to the ls asrecruitment needsof this business; andretention, employee you needthe orientation, so ever-changing employee confidence relations, to provideinnovative performance managemenr, HRsolutions andhave the credibility traininganddevelopment, andintegrityto presentthemto atl levets andcompensation and of the organisation.You benefits. Supervise, evaluate alsoneedan autonomous, andmonitorthe delivery hands-on of theseservices approach and constantlyseekwaysof making andthe abitityto managea heavy 20 them moreeffectiveandcost-efficient. D worktoad.To be consideredfor this rote,the fottowing requirements . Adviseandliaisewith seniormanagement mustbe futfitted: on HR . A Master's degree in HumanResource Management decision-making. Communicate newpo[icies anc or equivalent procedures across the business andprovidefoLLow-up. . A minimumof fiveyears'experience . Deviseandro[[out organisationaI in an HR changestrategies 60 management role 25 whicharealignedwith organisationat valuesandgoats. . Demonstrable . Srppty[inemanagement experience in a broadrangeof HR with the appropriate areas and exposure to change management issues information to hightightHR-retated issues that wit[ suchasrestructuring andredeployment havean impacton performance andproductivity. . A trackrecordin managing . Regutarty relationships in your updatecompanysalarystructure, job 65 organisation and delivering HR services to key 30 documentation, appraisaI systemsandemployee stakeholders in the business feedback. Ensure that the emptoyment benefitsand . ExceptionaI remuneration policies abitityto analyse remaincompetitive dataandprovide in orderto attractandretainhigh-ca[ibre recommendatlons personne[. . Co-operate . ldeattya background with unionrepresentatives in the pharmaceutical to resorve industry 35 employee-relations issues. Ensure that suchissues are zo . Extensive experience in negotiatingcontracts handledin accordance with companypoticyandtegal . A basicknowledgeof Frenchemptoyment law reouirements. . Proficient in French andEngtish . Overseethe payrotlfunction. . Maintaina[[personnel records in tinewith tegal 40 requirements.
61
UNIT15"
IOBADVERTISEMENT
competence or abitity(paragraphB)
members (paragraph fromdifferent departments C) believable(paragraph C) and ethical(paragraph C) a n d m a k ed e c i s i o n isn d e p e n d e n t (l yp a r a g r a pCh ) (paragraph C) (paragraphs C/D)
(paragraph achievements D)
Wordfamilies Complete thechart. verb
noun
to supervise
verb
noun
to maintain
9
to rollout
2
to provide
10
to advise
3
to assist
11
to follow up
12
to liaise to resolve
5
to implement
6
to respond
7
to update
8
to oversee
to suppty to align to anatyse
I4
UNIT15"
JOBADVERTISEMENT
Sentencecompletion UsewordsfromExercise Bto complete There maybemorethanonepossible thesesentences. answer insomesentences. 1 T h eR e g i o n aSI a l e sM a n a g ew r i l t. . . . . . . .w i t h c o u n t e r p a r ti sn o t h e rd i v i s i o n s . 2
T h eS i t eM a n a g e r 'm s a i nd u t i e si n c l u d et h e . . . . . . . .o f c o n t r a c t o rtso e n s u r et h a t h e a t t ha n ds a f e t y regulationsare followed.
3 T h ep o s t h o l d ewr i t t. . . . . . . .c u s t o m ear c c o u ndt e t a i l so n a r e g u l a b r a s i ss o t h a t n e wo r d e r sc a nb e h a n d l e di n a n e f f i c i e nm t anner. nf m a r k e t i n g 4 T h eM a r k e t i n gM a n a g ew r i t t. . . . . . . .t h e p r o d u c t i o o e i g hs t a n d a r d s c a m p a i g ntso g u a r a n t e h and cost efficiency. 5 T h i sr o t ew i l t i n v o l v ew o r k i n gc l o s e l yw i t h t h e D e v e l o p m e nMt a n a g eor n t h e . . . . . . . .o f a n e w appraisats system. 6
O n eo f y o u rm a i nr e s p o n s i b i t i t iw e si l l b e t o . . . . . . . .c u s t o m e rw s i t hd e t i v e r d y a t e sa n d d e t a i l s .
s y p h o n ea n de - m a i l . 7 Y o uw i t t. . . . . . .t.o q u e r i e b 8
A k e yr e s p o n s i b i l i itsyt o p r o v i d e. . . . . . . .t o c u s t o m e rw s h o a r ee x p e r i e n c i nt e g c h n i c apl r o b l e m s .
9 TheAccounting Managerwillensurethat regionaI activities areperformed in ........with globalstandards. 1 0 T h el T S u p p o rA t s s i s t a nwt i l t b e e x p e c t e tdo . . . . . . . .p r o b l e m sw i t h s o f t w a r e .
Prepositions Complete thesesentences usingtheprepositions inthebox. in in in in of to to 1 Thisrolerequires ........cashandstockmanagement. experience 2 Keyskitlsinclude anexceptionaI knowledge ........warehouse management tools. 3 l d e a t tyyo, uw i t lh a v ea b a c k g r o u.n. .d. . . .l.o g i s t i c s . 4 A trackrecord ........improving andgrowing a business is essential. 5 T h i sp o s rt e q u i r et hs ea b i t i t y . . . . .w. .o. r ku n d epr r e s s u r e . 6 ThesuccessfuI proficient........ candidate mustbehighty Engtish. ........technical aspects 7 Exposure of banking operations wouldbedesirable.
;3::1fi
',,-,,
job,a previous Thinkabouta jobthatyouarefamiliar position with:yourcurrent or onethatinterests you.Usingtheadvertisement job. on page61asa model,writean advertisement foryourchosen Onceyouhavewrittenyouradvertisement, positions findrealadvertisements forsimilar in newspapers, in journals or ontine. Compare themwiththeadvertisement thatyouhavewritten.Did theyspecify thesamequalifications, responsibilities, skitts andexperience? Didtheyusesimilar vocabulary? lf thereareanynewwords,checkthemin a dictionary.
63
whichoutlinesthe termsand Thisunit looksat a letterof appointment relatingto the iob beingoffered. conditionsof employment
Discuss thesequestions. youexpectto in a letterofappointment? beinctuded 1 Whatterms, conditions andentitlementswould you whether to accept an important to when deciding arethemost/least 2 Whichtermsandconditions Why? offerof employment?
tr
mainpoints Understandingthe Readthe letteron the oppositepageand answerthesequestions. r e b a s e d ?W i t th e b e e x p e c t e tdo w o r kt h e r ea l l o f t h e t i m e ? 1 W h e r ew i t l M r H a r o e b 3
a bonus? H o ww i t tt h e c o m p a n yd e c i d ew h e t h e ro r n o t h e s h o u l dr e c e i v e p e r f o r m i n g n o r m ap l l a c eo f w o r k ? d u t i e s o u t s i d e t h e w h e n h i s e n t i t l e m e n t s W h a ta r e
4
Witthe be expectedto work overtime?
2
on his use of annualleave? 5 Whatarethe restrictions 6 Howmuchnoticedoeshe haveto giveduringthe probationaryperiod?
tr
7
W h e nm i g h ti n s t a n d t i s m i s s aol r s u s p e n s i ofnr o mw o r kt a k e p l a c e ?
8
WhatdoesMr Harperhaveto do to acceptthe offerof employment?
9
W h i c hd o c u m e n tw s i l l f o r mt h e c o n t r a cot f e m p l o y m e n t ?
Understandingdetails Readthe letteragain.Whatdo the followingfiguresreferto? 7 2 3 4 5 6
64
3)anuary2011 EUR40,000 90 days 30 minutes 20 days threemonths
U N I T1 6 " ' L E T T EORFA P P O I N T M E N T
Mr John Harper 45 BoltonRoad BethnalGreen London E2 sEY 1gth November2010
T-Solutions Bokkerlcan 563 Amsterdam Netherlonds
Dear Mr Harper, Followingyour recentinterviewat the T-Solutionsheadquartersin Amsterdam,I am pleasedto otferyou the positionof CustomerServicesManagerin T-SolutionsUK on the followingterms: 1 2
3 4
5
6 7 8
9
Youremployment willcommenceon 3 January2011. Yournormalplaceof work will be at the T-SolutionsUK officein AlbertStreet,West London.However,to performyour dutiesas CustomerServicesManager,you will be requiredmake visitsto companybranches in other regionswhen instructed. Yourstartingbasic monthlysalarywill be the equivalentof EUR 40,000 per annum.Yourperformancewirr be evaluatedat scheduledintervals,and the companywill adjustyour salaryat its sole discretion. Aftersatisfactory completionof the first90 days of employment,you may be eligiblefor a bonus.The securing of subsequentbonuseswill be basedon the achievementof goalsset in your performanceappraisaland on overallcompanyperformance. You will be entitledto claim traveland subsistenceexpensesfor dutieswhich are performedoutsidethe normalplaceof work. lf your expensesexceedthe ratesspecifiedon the companyclaimsform, they may not be reimbursed. Yourworkinghoursare Mondayto Friday,from g a.m. to 5.30 p.m. You are entitledto a 3o-minutelunch breakeach day. You may be requiredto work additionalhoursto fulfilyour duties. In additionto publicholidays,you are entitledto 20 days'paid annualleaveupon one year's service. Unusedannualleavecannotbe carriedforwardto the subsequentyear. The durationof your probationaryperiodwill be three months.Duringthis period,each partyhas the right to terminatethe contractby givingone week's noiiceor, in lieu of notice,the equivalentof one week's salary.The Companymay extendthe probationaryperiodto reviewyour performanceand conduct.You may be subjectto instantdismissalor suspensionfrom work if you are guiltyof misconductor in breachof the terms and conditionsof employment. Periodsof noticeafterthe probationaryperiodare specifiedin the full terms and conditionsof employment.
This offerof employmentis subjectto the provisionof two professionalreferencesand copiesof diplomas and certificates. lf you would like to acceptthis ofier of employment,pleasesign and date the attachedcopy of this letterand returnit to us with the above documents.We will then ask you to sign a copy of the full terms and conditionsof employment,whichwill, togetherwith this letterof appointment,form your contractof employment. Pleasedo not hesitateto call me if you have any questionsaboutthis appointment. We lookforwardto welcomingyou to our company. Yourssincerely,
UaTY\anser Eda Manser,Directorof Human Resources I acceptthis offer of employmentunderthe terms and conditionsspecifiedabove.
(Signature)
(Date)
65
UNIT16 '> LEfiEROFAPPOINTMENT
words Scrambled Usethedefinitions to unscramble thewordsfromtheletter. 1 a l o c a ld i v i s i o no f a b u s i n e s s BARH NC 2
paymentfor meansof survival,suchas food S I S UN S E T C B E
3
m a k ea r e p a y m e nf to r m o n e ys p e n t RIB M SEREU a t r i a lp e r i o dd u r i n gw h i c ha c o m p a n ya s s e s s ew s h e t h e ra n e we m p l o y e e i s r i g h tf o r t h e j o b N I O P R R A O Y BI D AR TOPE a writtenstatementabouta person'scharacter, abilityand skitts CEER NFEER
5
b a do r i n a p p r o p r i a tbee h a v i o u r UMNISTDCCO
7 t h e a c t o f f i r i n gs o m e o n ei m m e d i a t e l y A N I N T SS TA I S D I L S M 8
t h e a c to f t e m p o r a r i lrye t e a s i nsgo m e o n ef r o mp r o f e s s i o n a d lu t i e sa s a p u n i s h m e n t S NU O E S I S P N
Sentencecompletion Usethewordsandphrases fromExercise A to complete thesesentences. 1 W h e nI w a so f f e r e dt h e j o b , I a s k e dm y f o r m e re m p l o y etro p r o v i d ea . . . . . . . .. 2
H ef a c e s. . . . . . . .f r o mh i se m p l o y m e nf to r o n e m o n t hb e c a u s eh e w a sc a u g h st m o k i n gi n t h e s t o r er o o m .
3
' se r f o r m a n chea sb e e ns a t i s f a c t o rtyh,e a p p o i n t m e n t s h o u bt de c o n f i r m e d lf thepostholderp inwriting a t t h ee n do f t h e . . . . . . . .
4
T oc l a i m. . . . . . . .e x p e n s e sy,o u w i l l n e e dt o p r o v i d er e c o r d s u c ha s r e s t a u r a nr te c e i p t s .
5
H er e c e i v ea d f i n a lw r i t t e nw a r n i n gf o l l o w i n gs e r i o u s. . . . . . . .w h i c hi n c l u d e dt h e f to f c o m p a n yp r o p e r t y .
6
l f y o u t r a v e fl i r s tc t a s st,h e c o m p a n ym a yn o t f u t t y. . . . . . . .y o u rt r a v e e l xpenses.
7
B e f o r eI b e g a nw o r k i n gi n t h e f i r m ' sh e a d q u a r t e r Isw , a s b a s e di n a [ o c a 1 . . . . . .i.n. m y h o m et o w n .
I
W h e ne m p l o y e easr ed i s m i s s e dt h, e ya r eu s u a l l ye n t i t l e dt o t h e n o t i c ep e r i o ds e t o u t i n t h e e m p l o y m e ncto n t r a c tH. o w e v e ri n, t h e c a s eo f . . . . . . c o m p a n yi m m e d i a t e l w y ,i t h o u ta n y n o t i c e .
66
, t h e e m p t o y e ies a s k e dt o l e a v et h e
UNIT16 "
LETTER OFAPPOINTMENT
Wordsearch Findwordsand phrasesin the letterwhich havethe samemeaningas the wordsin italic. outsidethe normalworkinghours.(point2) 1 Theemployeemay be fold to remaincontactable judgemenf, transferthe employeeto anotherdepartment 2 TheCompanymay,accordingto its own w i t h o u ta d j u s t i n gh i s / h e rs a l a r y(.p o i n t3 ) targets.(point4) 3 You maymeetthe requirements for promotionif you achieveyour performance i l lh a v e t h e r i g hfto e i g h t h o u r s ohf o t i d a y p a y p e r p u b l i c l n a d d i t i o n t o a n n ulaela v e , t h e e m p l o yw ee hotiday.(point5) 5 Theemployeemayhavefo completea monthlytime sheet.(point6)
4
7
Oneweek'snoticemay be givenby eitherside in this controcfto terminatethis Contractof E m p l o y m e n(tp. o i n t8 ) will be madein placeof annualleavenot taken.(point8) No paymentor compensation
8
(paragraph afterpoint9) on satisfactoryperformance. Renewalof this employmentcontractdepends
6
Vocabulary development intheboxto complete thesesentences. Usethewordsandphrases adlust carryforward claim extend give in breachof
secure set out
placeof work. 1 Youcannot ........ expenses fortravelling to yournormal to company 2 Employees havetheopportunity to ........a bonusbasedontheircontribution oerformance. maybepermitted therightto ........annual leaveto employees exceptional circumstances, 3 Under year. thefollowing periodbeyond itsexpiry date. reserves therightto ........theprobationary 4 Theemployer procedures whentheyare........termsandconditions. disciplinary to standard 5 Attstaffaresubject d fn o t i cw e h i c hi s. . . . . . .i.nt h eC o n t r aocftE m p l o y m e n t . 6 B o t hp a r t i easr eo b l i g etdo . . . . . . .t.h ep e r i o o yoursalary accordingly. to workparttime,wewi[[........ 7 lf youdecide
setoutin theletterof appointment on Findoutwhether of employment thetermsandconditions page65 arecompatible lawin yourcountry. Summarise anypointsthatmayneed withemployment yourideaswithotherpeoplein yourclass. to bealteredthencompare points: Findoutaboutoneof thefotlowing Dofurtherresearch lawin yourcountry. on employment . Hownewappointments areconfirmed o Whenandhowa contract is formedbetween andemployee theemployer o Whattheemployer of employment hasto do if it wishesto change thetermsandconditions aftertheyhavebeenagreed withtheemployee to therestof theclass. Present a summary of yourfindings 67
whichis a appraisal, Thisunit looksat a recordof an annualperformance performance andprogress. of an employee's evaluation scheduled Discussthesequestions. 1 W h a tp o i n t sm i g h tb e d i s c u s s e idn a p e r f o r m a n caep p r a i s a l ? 'a appraisalsare wasteof time'. Howcanthey be madeeasier 2 Someemployeesfeelthat performance appraisal? Whatarethe benefitsof a well-handled and moreproductive?
tr
Understanding themainpoints pagewaswrittenbythemanager whoconducted the recordontheopposite Theperformance appraisal withhisemployee. Readit andmatchthe themainpointsthathediscussed appraisal; it summarises (a-h). points(1-8)withthecorresponding examples 1 Oneof Pitar's strengths 2 Anachievement duringlastyear's 3 Hermainobjective performance appraisat 4 Actiontakento futfillastyear'sobjective thisyear 5 Herchallenge 6 Actionto betaken obiectives 7 Hercareer 8 Garv'srecommendation
withinstores a) Betterservice workshop of mentoring anda three-day b) Theprovision of sessions withstaffin storesacross c) Scheduling the region d) Promotionto RegionalStoreManager e) Theabitityto givegoodfeedback 0 P r o m o t i o ins c o n d i t i o n aoIn i m p r o v e m e ni nt p e r f o r m i n g administrative tasks g) Efficientuse of time at the HeyworthStore h) Organisedand efficienthandlingof financialfigures a n ds a l e sd a t a
Understandingdetails aretrue(T)or false(F). Readthe performance appraisalrecordagainandsaywhetherthesestatements Correct the falseones. stores. therevenue ofstruggting 1 Pilarhasincreased withinthestores. 2 Shehasimproved staffmoraleandworkingpractices wastoo heavy. storecomplained thattheirworkload at the Heyworth 3 Lastyear,somesupervisors store. 4 Pitarhasto travela longwayto getto the Heyworth good holdswithstaff. response the sessions she There has been a to 5 handting figuresasshewasnotcomfortabte 5 Pilartooka longtimeto updatefinancial data. numerical to anotherregionor abroad. 7 Pilardoesnotwantto betransferred overthepastyear,shewillbe promoted. 8 Dueto herprogress 68
UNIT17 "
PERFORfifiANCE APPRAT!
PEHH*ffiF"€&ffi #X &FFffi&E S&t Summcry of discussion points Performanceappraisalof : PilarGarcia-Martinez Position:AssistantRegionalStoreManager Length of service: 5 years
Conducted by: Gary Lynch D a t e : 1 6D e c e m b e r
The following points have been agreed: €i eexprxbiiiti*s und *tr*t:gths Pilar: . has the abilityto motivateand directthe work of her subordinates. . is articulateand oersuasive. . deliversfeedbackclearlyand constructively. . is good at findingsolutionsto boostrevenue,cut costsand enhancethe imageof strugglingstores. . has excellentjudgementand acts quicklyto prevent ootentialrisks. 3] &ehi*vemcr:ts Pilar: . has increasedthe salesof under-performing storesand identifiedoppoftunities for improving revenue,such as modifiedproductlines,innovative marketingand merchandising, creativeproduct displaysand effectivepricingstrategies. . has strengthenedstaff moraleand adaptedworking practicesso that the storesare operatingto their optimumefficiency. . has ensuredan improvement in the levelof service, as well as the overalloresentationof the stores. . takespridein her role in establishing an efficient recruitment system. 3) Fuifiiment *f lasi ye€r'= rncica*b!*ctiv*{s} Duringher lastappraisal,Pilarexpresseddifficulty keepingtrack of supervisoryactivitiesin the Heyworth store.Furthermore, some supervisors therefelt neglectedand that adequatetime was not taken to addressimoortantissuesin the store. Pilarwas awarethat she could not affordto soend more time at the HeyworthStore- only a few hourseachouarter- due to the distanceand time constraints. She agreedthat she neededto make moreefficientuse of her limitedtime at the store.Sincethen,she has scheduledsessionsin all storeswithinthe region,whichincludereviews of work in progress,plansfor upcomingwork and
generalguidance.She has also established a more follow-upsystemso that she can comprehensive monitorissueswhichhavearisenat meetings. There has been very positivefeedbackfrom many stores,includingthe Heyworthstore,aboutthe new sysrem. 4) Chalieng*s ,rgc*€s t* !rxpr*v* Pilarundertakesvariousadministrative taskswhen the RegionalStoreManageris absent,such as providingfinancialfiguresand salesdatato head officewhen requested.On severaloccasions,it was notedthat figureswere not handledin an organised and efficientmannerand therewere some errors. She admittedthat she lackedconfidencewiththe new retailmanagementdatabasesystem(RMDS)and, as a result,foundit time-consuming to updaterevenue and salesdata. 5) Actien io be tcken Pilarwill be providedwith mentoringto refineher skillswhen handlingdata and usingreporting systems.She must also attenda three-dayworkshop on the RMDS. 6) Career *bjeetiv** Pilarhas exoresseda desireto be consideredfor the roleof RegionalStoreManager.She is preparedto transferto anotherregionor even abroad. 7) Recam:etendsti*r:+ / e*rnxae*ts Pilarcontinuesto be a dedicated,high-performing employeewho has progressedconsiderably this year,whichmeansshe couldbecomea contenderfor promotionto regionalstoremanagerwithinthe next year.This woulddependon her abilityto masterthe tasksmentionedabove,whichwill be administrative reviewedin threemonths. Due to her exceptional effort,our under-performing storeshaveexceededtheirsalesgoals,so she will be awardeda bonuswhich reflectsher achievement.
59
UNIT17 "
RECORD APPRAISAI PERFORMANCE
tr
Word search in itatic. reportwhichmeanthesameasthewordsandphrases in theperformance appraisal Findadiectives (section1) pubticspeakerbecauseheis veryclearandeosyto understand. 1 Heis an excellent others.(section1) whensheneedsto influence 2 Sheisveryconvincing to theirbestlevelof efficiency. teamareoperating 3 Withthenewsystemin place,theproduction (section 2) on hisowngoalsratherthan exctusively hefocuses andforgottenbecause 4 Hisstafffeelabandoned (section 3) thoseof theteam. (section 3) to workoutsidehisdaityroutine. 5 Hedoesn'thaveenoughexperience performance appraisals. fortheapproaching hisor herteammembers needsto prepare 6 Eachmanager (section3) assignments. on to complete of staffwhocanbecounted member Sheis a committed (section7) an actionplanfor deatingwiththefailing/ineffective Directorrequested ThenewManaging (section 7) department.
Definitions appraisalreport(1-8)with theirmeanings(a-h). Matchthesewordsandphrasesfromthe performance areshownin a store a) thewayproducts 1 a subordinate withothers person is in competition product who b) a display 2 a etc. sizes,styles,colours, c) stockof onetypeof productin different 3 a producttine ontheamountof timeavailable 4 merchandising d) a timitor restriction proficient or skitledat a task 5 timeconstraints e) to become f) a personin a lowerrankor position 6 to keeptrackof to therightmarketat therighttime g) theplanning a product of salesbypresenting 7 a contender 8 to master
g
or someone h) to monitoror keepawareof something
completion Sentence B in the correctformto completethesesentences. Usewordsor phrasesfromExercise 1 Dueto ........
to coverthisitemin thelastseminar. wedidn'tmanage
forthisiob. heis a strong........ andexperience, 2 Withhistevelof expertise programme meto .' '.....datamanagement. hetped in thetraining 3 Participating sothatshefeetscomfortable in her........ confidence needs to havegreater Manager 4 TheMarketing tasksto them. whendelegating atlovertheworld,it wasnoteasyto tripsto oursubsidiaries 5 WhenI wasmakingfrequent progress. ........myteam's
70
Ul{lT17 "
PERFORMANCE APPRAISAI RECORD
Describing responses Usethe wordsandphrasesin the boxto completethe sentences. a desireto admittedthat awarethat encouraged expectedto expressed difficutty feels notedthat preparedto proudof expressed 7
Heis........hisabilityto address emergencies in a calmmanner.
2
She........takeonmoreresponsibility.
3
withoutdirection. It was........shedoesn't takeaction
4
distracted issues. She........shewaseasily bynon-work
5
results Heis........histackof organisation sometimes in unnecessary delays.
6
He........givingfeedback to hissubordinates because he........thattheyareunresponsive anddo not respect hisauthority. Wehavegreatlyappreciated whenit comesto working thefactthatsheis........offersomeflexibitity hours. additionaI Overthenextthreemonths, hewi[[be........dealmorepositively withcriticism andrespond more in stressfuI situations. calmlyandeffectively duringthenextsixmonths. Hehasbeen........to actively seekpersonal development opportunities
tr
words Scrambled reportwhichdescribe Unscramble thewordsin italicfromthe performance appraisal improvement. (section 1 Weneedto sfoborevenue. r) (section r) 2 Ourmarketing wiIIhennoce campaign theimageof thecompany. (section staffmorale. z) 3 Theperformance-related bonuswilltrsgtnneeh (section programme a mentoring to frieenhersoftskilts. 4 Shewit[undergo 5) (section in hisabitityto leadtheteamwithauthority. 5 Hehassroseedrgp Z)
Design whichcouldhavebeenusedin Pilarlperformance appraisal. Usea formatthat a questionnaire provided in herperformance appraisal record. Whenyouhavefinished, wouldelicittheinformation compare it withonesdesigned byotherpeoplein yourclass.Whichdo youthinkwouldbemost Why? effective? performance Witha partner, appraisal basedontheinformation in therecordon page69. actout Pilar's
71
Thisunitlooksat a companyintranetreporton the mainresultsof a staff findingsof the surveyandareas satisfaction survey.It highlightssuccessfu[ of concern.
Discuss thesequestions. 1 Whydo organisations conduct staffsatisfaction surveys? Why?/ Whynot? 2 Doyouthinkcompanies shoutd conduct theirownsurveys? of conducting survey(inwhichtheidentity anddisadvantages ananonymous 3 Whataretheadvantages is notrevealed)? ofthe respondents beused? 4 Howshoutd theresutts ofa survev
tr
Understanding themainpoints Readthe reporton the oppositepage,then choosethe bestoptionto completeeachstatement. 1 Theconductorsof the surveyreceivedmore/less positivethan negativefeedback. 2 The surveyhighlightsways in which the organisationhas dealt with /will deal with the areas of concern. 3 Few/ Mosf staff receiveusefuIand objectivefeedbackfrom their manager. work-lifebalance. saidthey couldnot achievea satisfactory 4 Over/ Underhalf of the respondents communicate openlywith them. 5 Onty35 per centfeelthat seniormanagement /do not communicafe
E
Understandingdetails questions. Readthe reportagainandanswerthese 1 2 3 4 5 6
thegenders? Inwhatareado perceptions differdramatically between individuals whohavetheappropriate forseniormanagement? Howwitttheorganisation support skitts lf justoverhalfof therespondents do notworkovertime, whatwillhappen?
Whatarethecomplaints relating to thehotiday-leave booking system? Whydoesonerespondent findthesystemfor paidleaveinflexible? Howwitttheheavyworkload in thefuture? behandled flexibte working? 7 Whatreasonis givenfor introducing beexpected to communicate 8 In future,whatwillseniormanagement to stafP
72
URVEY U N I T1 8 - ' S T A F FS A T I S F A C T I OSN
I succEssEs
2.2 Work-life bqlqnce Surveyfindings
5urvey findings is ot o high level,ond moststofffeel Job sotisfoction positiveobout working for this orgonisotion. 757o ore proud to work here. 7 1 % f e e l v o l u e do s o m e m b e ro f t h e i rt e o m . 8l % believethot their monoqerholdsthemoccountoble for their oerformonce. 827" receiveconstructivefeedbock from their monoger. 76% soy they con communicoteopenlywith their monoger.
"lt tokesseverol weeks to get approvol for holiday leove. Furthermore,borely enough cover is provided while l'm on holidov." "l'm olwoys willing to put in overtime, yet if I need to moke on oppointment with the doctor, I hove to request poid leove, which seemsrother inflexible."
"l oppreciote the freedom to do my job without interference.My monoger trustsme, ond I om held occountoblefor mv actions." "My monoger is level-heodedand con occept criticism. My suggestionsobout.how to,bring obout positive cnongesore grven totr constoerolton.
2 AREASOF CONCERN Althoughpositivefeedbockexceedsthe negotive,we hove identifiedsome key oreosthot requireotlention. Here,we presenttheseissues,olong with the woys in which we intendto tocklefhem.
2.1
58% connotochieveo solisfoctorv work-lifebolonce 53% feel overstretched ond connotperformtheir iob effecfivelyunlessthey work overtime. 62% ore dissotisfied with the holidoyJeovebooking sysrem.
Our gools Thisis our firstconcern,ond we understondthot stoff need to sfrikeo boloncebetweenwork ond home life. Consequently, we will initioteo more timelyond efficientholidoyJeovebookingsystem,which should moke it possibleto plon odequotecover. When the worklood increosesduring busy periods, monogerswill be encourogedto set prioritieswith their ioff to scheduletosks"overon occeotoble oerioo of time.And, where procticol,flexibleworking will be introducedto occommodotethe need to dJol with oerS0nolrssues.
Promolionol opportunilies 2.3
Survey findings vory noticeobly Perceptions of coreeropportunities betweenmole ond femolemembersof stoff.Lessthon o quorter of femole stoff, compored wilh 67% of mole stoff,soid theywould seekpromotionto o senior
Communicqtionchqnnels
Survey findings Only35% believed thotseniormonogement keepthem informed of decisions thotwill directlvoffectthem.
',:i"n"-",::o:'l'":
"l'm keptin thedor,koboutdecisions thotwill hoveon l impocton my job " . ,.-. .,.-.. . . i Our gools
"As o femole middle monager with seniormonogeriol ospirotions,it will be difficultto oltoin my gools, becousepromotionol opportunitiesseemto be o :-'.:.'".'"t*-
. .-. .
.:
Our gools Thereis cleorlyroom for improvementin this oreo. Therefore.femolestoffwill be mode owore of promotionolopportunities ond encourogedto pursue them.We will olso ensurethot individuolswho disploy the right skillshove occessto troiningto help themgoin o footholdon the lodder to seniormonoqement.
5ru; H'.ilnufffi:ilft :;:r,t;T:::T ?:ff"'
monogementwill be expectedio noiiFystoff of motters which will offectthem,preferoblyfoce to foce. lt will olso providestoffwith o monthlyrundownof progress ond developments wifhin the orionisofion. Thiswill be o two-woyprocess:stoffwill hove the chonceto provideinpui ond contributetheirviews during the decision-mokingprocessol the top, ond, followingimplementotion, they moy be oskedto orovide feedbock.
73
SURVEY UNIT18 >' STAFF SATISFACTION
Word search in the reportwhichmeanthesameasthewordsin italic. Findwordsandphrases 1 Thesurveyhightighted areaswherethereis anopportunity to makeimprovements. Theseincluded the (section parking increase needto boostthenumberof spaces andto thecapacity ofthecanteen. 2.1) 2 Doinga business administration degreecouldhelpyougaina goodbasisforfurtherprogress in the (section financial services industry. 2.1) whenlookingfora job.However, mypriorityishavinggood 3 Naturally, salaryandbenefits areimportant (section careerprospects. 2.2) thatthey arerequiredto do too muchwithinthetime 4 Duringour peakseason,manystaffcomplain (section2.2) available. harmony between workandhomelife,youwillhavea more 5 lf employees areencouraged to achieve (section productive 2.2) andsatisfied workforce. performing 6 WhenI amabsentfromwork,mycolleague will providesupportby temporarily my duties. (section 2.2) financiaI Infact,theyweren'tinformed 7 Staffwerenot toldaboutthecompany's situation. untiItheday (section 2.3) thefactoryclosed. Sentencecompletion Usethecorrectformoftheverbsin the boxto complete thesesentences. for a c c e p t a c c o m m o d a t eb r i n ga b o u t display hotd...accountable keep...informedof put in reveal seek set takepartin 1 Wedidn'thaveto ........thesurvey: it wasoptional. 2
It is impossible fora manager anddevelopment needsof allteammembers. Heor to ........thetraining in orderto staywithinthedepartment's training budget. sheneeds to ........priorities
3 Toavoidanyconfusion,itisvitalto........staff........anychangeswithintheirdepartment. to ........overtime duringourpeakseason. 4 I'mexpected positive if weco-operate withother changes throughout thewholeorganisation 5 Wecan........ departments andpoolourexpertise. 6 lf therewereenough opportunities withinthecompany, shewould........promotion. if themanager........ them........theirperformance. 7 Stafffeelfarmoremotivated fora promotional 8 lf a middlemanager........ theappropriate skills,heor shemaybeconsidered opportunity. questions Heisverydefensive if anybody theprocesses in hisdepartment. 9 Hecan't........criticism. particutarly 10 Oneof themainaimsof thesurvey isto ........areas improvement, thatrequire in relation working conditions. to
UNIT18 "
STAFF SATISFACTION SURVEY
Wordfamilies Completethe chart.
verb
noun I
approve 2
initiation 3
pursue
interference 5
notify 6
appreciation 7
asprre 8
encouragement 9
request l0
attainment
Sentencecompletion UsewordsfromExercise Cto complete thesesentences. 1 His........forhotiday leavewitlbeturneddownbecause we'reexpecting a highvolume of worr. 2 | trynotto ........whenmystaffarein themiddte of a taskunless theyctearly needguidance or advice. provided 3 Myheadof department mewitha lotof ........whenI toldherthatI wasseeking promotion. 4 Despite alltheobstacles, heiswillingto ........a position in seniormanagement. Hemustbe verymotivated! 5 Asa child,I wasverycurious aboutothercultures. SoI havealways hadthe........to workin a lob whichinvolves foreigntravet. 5 Wearein needof greater andmorefrequent staffinput,sowewil[........anannuaI staffsatisfaction surveyin Aprit. 7 lf seniormanagement intendsto makesignificant procedures, changes to departmentaI it mustprovide ........to allstaffwhowillbeaffected. 8 Mymanager showsher........ bythanking uspersona[[y forourefforts. ........hisgoalof entering 9 Hewitlnever topmanagement if hedoesnotputin theextrahours. 10Donotbookyourholidayunlessyouhaveaskedyourheadofdepartmentto........yourho
Organisations usea varietyof methods andincentives to encourage theirstaffto takepartin staff satisfaction surveys. Canyouthinkof anyexamptes? lmagine thatyouworkin thehumanresources department of a largecompany whichhasexperienced extensive organisationaI changes overthepastyear.Youhavebeenaskedto administer a staff satisfaction surveyto monitortheemployees' reaction to thesechanges. Writea letterto all employees announcing thesurveyandinvitingthemto takepart. 75
Usewordsand phrasesfromUnits1-9 to completethesesentences. thisis knownasthe r.. . . . . .. process. andconductsinterviews, Whena companylooksfor newemployees a........feedback. speedy ofdoingonlinetestsisthatyoucanreceive Onebenefit job form, enterthet........process. they theirapplication havecompleted Once appticants putsyouin touchwiththecompany theyworkforwiththeaimof possibty Whena friendor associate you,thisis knownasa p........ introduction. recruiting youngrecruits regularly to geta widerangeof experience. to movedepartments 5 J..... r........a[[ows to riseto a highteveIin hisor hercompany. is onewhois expected 6 Ah........-p........employee 7 E . . .,.. . .e . . . . . . t. a k ec a r eo ft h es o c i e tayn de n v i r o n m et hnet yi n h a b i t . programme is calted a f......... or seminar a training conducting 8 Theperson g 4........training byanofficiat organisation. is recognised
1 2 3 4
a variety at theirownspeedandthrough andknowledge to develop skitts employees atlows 10 t .......1........ of media. 11Trainingdepartmentsusuattyc........asurveytofindouthowacoursewasperceivedbytheparti performance youshouldmonitor afterthecourse. theparticipants' of skillstraining, 72 Tom........theimpact
1 3A c . . . . . . . . i s a p e r s o n w h o h a s s i m i l a r r e s p o n s i b i l i t i e s a n d p e r f o r m s t h e s a m e f u n c t i o n a s a n o t h 1 4 W h e na ni n d u s t rl ya c k ks e ys k i l l st ,h i si sc a l l e ad t . . . . . . . . t . . . . . . . . . is hiring. thata company refers to thenumber of newapprentices 15 'Apprentice i........' r anagement. 1 6 l nl a r g e c o m p a n i et hs e, r . . . . .... c . . . . . . . . d e c i doentsh es a l a r i easn db o n u s eosf i t ss e n i om report. paid in company's annual theirdirectors the theyhave haveto e........what companies 17 Large provides andyoungchildren. daycareforbabies 18 A workplace n........ . manager's r........P forunder50percentof a midd[e basepayaccounts 19 ln somecompanies, . tax5........ yourearnings onyourincome andtaxdeductions 20 Youcancheck Choosethe best word or phrase to complete each ofthese sentences. to makeanonline canusetheInternet 1 People wishing to joina company a) recruitmentb) candidatec) applicationd) interview knowwhotheyare employees sothatpotential to buildanemployer........ canusetheInternet 2 Companies what do. and they a) brand b) network c) office d) advertisement is calleda ........scout. recruits newcompany wholooksforpotentiaI 3 A person a) recruitmentb) workforcec) company d) tatent work,knownas......... societies bydoingunpaid recruits canhelplessfortunate 4 Young a) fundraisingb) votunteeringc) freelancingd) freetoading venuewhentheytakepartin......... at thetraining participants withaccommodation areprovided 5 Course courses programmesc) on-the-job training d) residential a) opencourses b) in-house
76
1-9 " UNITS 6
C H E CTKE S T 1
L e a r n i nb g y o b s e r v i n fge l l o we m p l o y e epse r f o r m i ntga s k si s k n o w na s . . . . . . . ..
a ) a n i n - h o u s ep r o g r a m m e b ) o n - t h e - j otbr a i n i n g c ) c o a c h i n g d ) m e n t o r i n g s h i c hi n v o l v e sr e c e i v i nagd v i c ea n d g u i d a n c e f r o ma m o r ee x p e r i e n c epde r s o n 7 . . . . . . . .i s a l e a r n i n gp r o c e s w inthecompany. education a) Coaching b) Mentoring c) On-the-jobtraining d) Executive 8
t o m e e tt h e s p e c i f i cn e e d so f t h e p a r t i c i p a n t s . . . . . . . . .i s d e s i g n e d a) Accredited training b) An opencourse c) A customisedprogramme d) An in-houseprogramme
g h i c hf o c u s e so n t h e d e v el op m e n to f a r e a ss u c ha s n e g o t i a t i oonr p r e s e n t a t i osnk i l l sa n d 9 Traininw t o a s . . . . . . . .t r a i n i n g . t e a m b u i l d i nigs o f t e nr e f e r r e d management d) in-company a) hard-skilts b) soft-skitts c) succession 1 0 . . . . . . . .i s t h e i n t e r n adl e v e l o p m e natn d r e p l a c e m e notf k e yp e o p l e . n a n a g e m e n t b ) H a r ds k i t l s c ) I n - c o m p a nt yr a i n i n g d ) E x e c u t i vceo a c h i n g a ) S u c c e s s i om 1 1 . . . . . . . .s h o w st h a t s o m e o n eh a sl e a r n t h e n e c e s s a rsyk i [ [ sf o r a s p e c i f i jco b . a ) A n a p p r e n t i c e s hsi pc h e m e b ) A g e n e r aet d u c a t i o n c ) A v o c a t i o n aqt u a l i f i c a t i o nd ) A v o c a t i o n 7 2 . . . . . . . .g a i n ss k i l l sa n de x p e r i e n cteh r o u g hp r a c t i c at lr a i n i n gi n a c o m p a n yi n s t e a do f g o i n gt o u n i v e r s i t y . a) An apprentice b) A stakeholder c) An educationprovider d) A craftsman f panieswhichissetuptopromotetheircommoninterestsanddevelop 1 3 A . . . . . . . .i s a n o r g a n i s e d g r o u cp oo m b u s i n e so spportunities. a) vocationaItrainingsystem b) vocationaIschooI c) tradeassociation d) stakeholder 1 4 S o m ep e o p l ef e e lt h a t i n t a r g ec o m p a n i eosv e rt h e l a s tf e wy e a r s t, h e d i r e c t o r s ' p ahya sn o t b e e ns t r u c t u r e d t o e n c o u r a gteh e mt o p u t t h e . . . . . . . .o b j e c t i v eosf t h e c o m p a n yf i r s t . a) marketing b) humanresources c) strategic d) production 15 Peoplebuy........sothatiftheydie,theirfamitywillreceivecompensation. a) an insurancescheme b) privatemedicalinsurance c) life assurance d) a packagedeal 16 lfemployeeshave or itlness.
t h e y w i t ht a v e a c c e s s t o a h i g h s t a n d a rhdeoaf l t h c a r e i n t h e e v e n t o f a n a c c i d e n t
a) tax incentives b) privatemedicalinsurance c) life assurance d) a packagedeal 77 A........isarangeofgoodsthatmustbeboughtasawholeinordertoreceiveadiscount. a) tax incentive b) packagedeat c) tax-freeperk d) pay package t h e r i g h tt o b u y o r s e l [c o m p a n ys h a r e sa t a s t a t e dp r i c ew i t h i na t i m e l i m i t . 1 8 . . . . . . . . g i v et h e e m p l o y e e a) Stockbonuses b) Stockoptions c) Long-termincentives d) Benefitsin kind n t h ef u t u r e . t o e n c o u r a ghei g hp e r f o r m a n ci e 7 9 . . . . . . . .i s d e s i g n e d a) An incentive b) Basepay c) Basesalary d) A tax-exemptbenefit is called are linkedwith good performance 20 A remuneration systemwherepay increases pay d) a non-cashperk a) benefitsin kind b) basepay c) performance-retated
77
Usewordsand phrasesfrom Units 10-18 to comptetethesesentences. division. 1 T h en e wd i r e c t owr a sD r o m o t etdo h . . . . . . . u. . . . . . . .t.h ef i n a n c e 2
c a nb r i n ga w i d e rr a n g eo f s k i t t sa n dw o r k i n gs t y l e st o s t r e n g t h ean c o m p a n y ' s D . . . . . . . . o ft h e w o r k f o r c e ooerations.
d o r ec u l t u r e s . 3 A m . . . . . . . . w o r k f o r cbee n e f i t sf r o mt h e a b i t i t yt o s p e a km o r el a n g u a g easn d u n d e r s t a nm 4 T . . . . . . . .a l l o w sp e o p l et o w o r kf r o mh o m eu s i n gt e l e p h o n eas n dc o m p u t e r s . d u n i v e r s i tqy u a l i f i c a t i oins c a l l e da 9 . . . . . . . . . d i so r h e r s t u d i e sa n d r e c e i v e a 5 A p e r s o nw h o h a sc o m p t e t e h 6
T h ef e m a t em a n a g e risn o u r c o m p a n ya t t e n d1 . . . . . . .s.e m i n a r tso l e a r nm o r ea b o u ts e n i o rm a n a g e m e n t .
7 Whena companyrefusesto take on any new employeesin any part of the organisation,it imposesa btanket
h . . . . . ,b. .. .. . . . . getspromoted veryregularly. 8 Anu........ m........employee theyactually addv........to anorganisation. HRdepartments don'tjustspendmoney, 9 Today, 1 0T h e w a y t h i n g s a r e d o n e i n t h e h u m a n r e s o u r c e s d e p a r t m e n t i s k n o w n a s H R p . . . . . . . . . whichemployees theyneedto makeredundant. to decide usesoftware 11 E-f........ takesplacewhencompanies a combined databases andapplications to produce of company 12 Thistypeof software linksupa number t......... B H . . . . . . . . - c . . . .p. e. .r.s o n nheal v eg r e act o m p e t e nocrea b i t i t y . departments. fromdifferent of twoor morepeople 74 A m........teamis composed y o u nh t ,i c hs e t so u ts a l a r y , 1 5 B e f o raec c e p t i na gi o bo f f e r , s h o u l rde a dt h et . . . . . . .a . . . . . . .c.. . . . . . .o. f e m p l o y m ew leave. working hoursandannual
16Whenhegoesonbusinesstrips,hekeepshisrestaurantreceiptssothathecanctaimt........e 1 7 W h e n y o u a r e o f f e rj o eb d ,ay o u n e e d t o a s k y o u r f o r m e r e m p t o y e r f o r a r . . . . . . . . . elseis a t. .. . . . . . . to someone 18 A personin a lowerrankor positionin relation person performs heor sheprovides cotleague, c......... 19 Whenone thedutiesof anabsent work. at leasttwohoursbefore 20 lf youaresick,youshouldprovide n........ Choosethe best word or phraseto complete each ofthese sentences. s rt e s o o n s i b. .l.e. . . .h. e rt e a m . 1 T h eh e a do f d e o a r t m ei n a) for b) of c) from d) to maternity a babyis paidnotto workis catted 2 A periodof timein whicha womanwhois having pause c) teave d) benefit a) hotiday b) employees to holdmeetings is usedin manylargecompanies to enable equipment 3 State-of-the-art........ froma numberof different locations. c)television d) teletransporting a)telecommutingb) teleconferencing . . . .. .. . rate. isationis knownastheemployee 4 Therateat whichemployees ioinor leaveanorgan a) departure b) satisfactionc) recruitmentd) turnover needs a broadsetof business......... anemployee to develop 5 Inordertoriseupanorganisation, a) appticationsb) cards c) ideas d) competencies
78
UNITS 10-18 " CHECX TEST 2 engage in........planning whentheydecide whichbusiness activities 6 Companies theyaregoingto carryout years. overthefollowing a) sales b) strategic c) successiond) safe of employees a company employs is its......... 7 Thetotalnumber a) payroll b) poputationc) headcountd) fultemptoyment goesthrough 8 A company whichis buying another company theprocess of due........whenit checks this company's activities andfinances verycarefully beforeformally agreeing to buyit. a) date b) delivery c) diligence d) detiberation says'........$ZO,OO0', it meansthatthestatedsalaryis approximate. 9 lf a job advertisement per a) exactly b) annum c) interim d) circa 10 lf a iobadvertisement says'$70,000 ........', it is referring to theannual salary. a) circa b) permonth c) perannum d) interim 11 She's Inotherwords, a very........manager. she'spracticaI andinvolved. a) autonomousb) hands-onc) exceptionald) outstanding 72 lf anemployee is caughtsmoking in theoffice,thismayresultin ........fromworkforat leasttwoweeks. period c) misconductd) suspension a) instantdismissaIb) probationary 13 Newemployees oftenundergo a ........duringwhichthecompany assesses whether theyarerightforthejob. period c) trialperiod d) trackrecord a) timeconstraintb) probationary 14 Steating officeequipment is a formof ......... a) entittementb) misconductc) suspensiond) subsistence 15 Whena department is failingto achieve results, it canbedescribed satisfactory as......... a) dedicatedb) negtectedc) upcoming d) under-performing 16 Whensomeone is convincing andcaninfluence others, heor sheis......... a) articulate b) persuasivec) upcoming d) dedicated performance 77 A........isa scheduled evaluation of anemployee's andprogress. a) reference b) staffsatisfaction survey c) performance appraisal d) progress review 18 Whensomeone hastoomuchto do in tootittletime,heor sheis......... a) overstretchedb) tevel-headed c) keptin thedark d) a contender 19 Staffareexpected to ........overtime whenthereis a highvolume of work. a) putoff b) putin c) putout d) putup youneedto askyourmanager 20 lf youwould[iketo takea holiday, to ........yourholiday leave. a) aspire b) approve c) request d) appreciate
79
Reading (paragraph B) E f fne Internet/Web (paragraph B) agencies 2 Socialnetworking sites,e-recruitment (paragraph process C) theapplication 3 Before (paragraphs B-C) 4 lt savestimeandmoney. (paragraph D) andcontinue theirapplication. candidates staywiththeprocess 5 Successful (paragraph peopleexpectcompanies E) to haveanactiveontinepresence. 6 Younger G) brandandattracttoptalent.(paragraph 7 Theyaretryingtobuildanemployer H) 8 No(paragraph (paragraph A) E 1 Facebook 2 Monster(paragraph B) theemployee canseeif theyhavetherightbasic candidates; canweedoutinappropriate 3 Thecompany (paragraph C) skills,savetimeandmoney. Life(paragraph F) 4 Second (paragraph F) avatars. withthecompany's caninteract 5 Theiravatars G) sites(paragraph 6 Chatrooms,btogging (paragraph generation. H) issues whichinterest theyounger 7 Theydiscuss 2 3 , 4 , 5 9tt,l,+
Vocabulary E r strategy(b) 2 process(c) 3 group(a) E f f r e c r u i t m e n2tr e c r u i t 3 r e c r u i t e r4 t o a p p l y 5 a p p l i c a t i o n from 4 follow-up 5 receipt 2 1 attraction 2 extension3 withdrawal zr 3h 4e 5a 6c 7d 8g E rrn Company:7,3,5,7 2 C a n d i d a t2e,:4 , 6 , 7 , 8 candidates6 attract strategy 2 recruiters3 complete 4 measure 5 inappropriate E 1 recruitment 7 applicants tr rn 2a 3b 4b 5b
Reading (paragraph A) Theirownemployees (paragraph A) Rewards (paragraph C) Socialnetworking (paragraph C) Reunited MySpace andFriends (paragraphs D-E) curveof thenewemployee. budgets andreduce thelearning lt cancutrecruitment D) India(paragraph andattractinappropriate recommendations. lt canrestrict theflowof newideasintoanorganisation (paragraphs F-G) (paragraph K) 8 Anonlinemagazine to feedbackrecruitment whichencourage oreprogrommes E f f (Alsoon theincreose formeremployees in thefuture.(lines13-17)) leodsandconsiderrejoiningthecompany 2 T (...whilein lndiaabouthalfcomethroughreferrals,and thesavingsarecloserto 75per cent. (tines33-35)) 3 F (4sthepopularityof referralprogrommeswhichoffera rewardhosrisen,so hasthesizeof thereward. (tines51-53)) of a secretary to f 10,000for o portner. 4 F (...wherebonusescanrangefromf 2,000for theappointment (tines55-52)) on thesomebosisandby thesamemethodsasexternal candidates shouldbe assessed 5 F (...referred applicants.(tines70-72)) 6 T (Anothersafetymeasureis to hide thesource,wherepossible,throughwhichreferrolshaveentered pipeline.(tines73-26)) theselection poy bonusesonlyaftera refenedcandidotehas someemployers 7 T (Tolimit theirfinancialexposure, period.(tines81-84)) a probationary completed
E 11 2 3 4 5 5 7
80
ANSWER KEY
Vocabutary E f f talent-spot2 makejobapplications3 feedback;teads 4 recommend5 talentscout 5 network 7 spot;approach 2 1 incentive2 reward 3 bonus introduction2 appointment3 selection pipetine4 probation period 3 1 personal EI lrefer 2referral 3referred4referral programmes3 talentscout(s) 4 probation period !N 1 incentive2 referral 5 bonus/reward/incentive 6 network 7 talentspot E ra 2a 3a 4a 5a 5b 7b
Reading
EErel:
E 1 1 b , c 2 b , c , e , f , g , h3 b , c 4 a , c , e , f thestressof theirworkingtife(paragraph B) E f to reduce 2 lt helpsto attractandretainthebesttalent.(paragraph B) (paragraph 3 State-of-the-art lTandmobiledevices B) (paragraph 4 Moreconcern D) (paragraph 5 Gaininternational experience G) (paragraph 5 Theywillleavethecompany to getit bythemselves. G) 7 Theybringhightyvaluable newskills.(paragraph H)
Vocabulary
programmes3 gtobatexperience4 high-potential leadership E f joUrotations 2 accelerated develooment 5 career E rrb 2d 3a 4c 5f 5e 2 Employer: r, 4 E m p l o y e2e, 3: , 5 , 6 !l t ethicatemployer 2 policies 3 practices4 sustainabitity5 social 5 fundraising programmes 7 volunteering8 non-profit9 international fellowship globalexperience3 workingtives devetopment2 job rotations; career E f higtr-potential; devices; flexible 5 ethical; 4 mobite socia] 6 volunteering E ra 2b 3b 4a
,
Reading companiesareengogingwell-established Ef 1 F (...a growingnumberof Australia-based businesseducation providersto deliverprogrammes for theirmanagersbasedin Asiaor evenfurtheroway.(lines20-25))
2r
3 F (... moreemployersareoptingfor thoseled by facilitatorswithsignificantreal-worldbusiness experience.(tines45-48)) 4T 5T 6 F (BHPBillitonrecentlylaunched progromme a three-year leadership development for 900new graduates.(tines70-72)) 7I knowledge of whotheyareandwheretheiremptoyer EI 1 to deepen is going [seniormanagers'] 2 AxaAsiaPacific Holdings (MBS) 3 Melbourne Business Schoot 4 universities in Santiago, Chile,andin CapeTown 5 tomakesurethattheparticipantsarepreparedforleadershipchallengesintheeartyphas career andadootthecutture of BHP 6 BHPBitliton (AGSM), 7 Australian Graduate Schoolof Management theUniversity of Sydney Schoolof Psychology partners 8 sevencommercial futureleaders 9 to prepare fortheirrolesmorequicktyandcomprehensively 10Qantas
81
i
KEY ANSTAIER
Vocabulary 7 partner E l f a c i t i t a t o r2 t r a i n i n g3 [ e a d e r 4 l e a d e r s h i p5 p a r t i c i p a n6t participation 8 partnership9 collaborator10co[[aboration theirknowledge3 engaging4 oversees5 optingfor 6 conducting E 1 undergone2 deepen
g
tr E
T launched 8 appty 1 residentialcourse 2 taitoredprogrammes; customisedprogrammes 3 executivecoaching 4 o n - t h e - j otbr a i n i n g 1c 2f 3a 4e 5d 6b 1 r e s i d e n t i aclo u r s e 2 a c c r e d i t etdr a i n i n g 3 f l e x i b l el e a r n i n g 4 m e n t o r i n g 5 o p e nc o u r s e s 6 o n - t h e - j otbr a i n i n g
Reading eachparticipant's reaction to thetrainingmethodology, theinstructors andtheoveratt learning E f tt reveals environment. performance. 2 lt tettsuslittleabouthowthetraining hasimproved business theycanbemeasured. Forexample, 3 Because salestraining mayleadto higher sales. 4 Byobserving howquicklymanagers whohaveparticipated in a programme arepromoted compared with thosewhohavenot. 5 lt canaccelerate theorocess. 6 lt shoutd beintegrated at thedesign stage. include 7 Otherfactors demand fora product andaninspiring boss. Era 2a 3e 4c 5b
Vocabulary E 1b 2c 3b 4c 4estimate El levatuation2assessment3measurement 3d 4a 5b 6c 7f E2s theimpact 2 track;progress3 provideaninsight 4 conduct a survey 5 getfeedback El 1 measure 1 enhance f,l 2 a) resultin b) leadto c) bringabout 3 payoff 4 accelerate E 1 accelerate2 resultin / teadto / bringabout 3 paysoff 4 enhance
Reading [T 11B/G 28 3G 48 5G r o r k ,a s w e [ [a s e n g i n e e r i n g . E l 1 T r a d i t i o n ac lr a f t s m a n s hi np w o o da n d l e a t h e w 2 T h e i re x p e r i e n coef v o c a t i o n at rl a i n i n gi n t h e U K 3 B r i t a i ns h o u l di n t r o d u c e a G e r m a n - s t yvl eo c a t i o n at rI a i n i n gs y s t e m . 4 Theyare effectivein trainingpeopleto becomehairdressers and plumbers,but are lesssuccessfuI in producine g n g i n e e rasn d o t h e rt e c h n i c apI r o f e s s i o n a l s . in producing 5 B e c a u s iet i s e f f e c t i v e m a n ys k i t l e de n g i n e e rasn dt e c h n i c i a nfso r i n d u s t r ya n d b u s i n e s s . 6 T h e ya p p r e c i a tteh e v a l u eo f v o c a t i o n at rl a i n i n g . 7 T h e ya d v e r t i s teh e n u m b e ro f a p p r e n t i c e s hpi pl a c e st h e yo f f e ra s e v i d e n c o e f t h e i rc o m m i t m e nt to t h e community. 8 lt providesincentivesfor companiesto take on moretrainees.
Vocabulary 4 brand 5 youngsters6 tradeassociations El f skittsshortages2 boosted 3 craftsmanship 7 counterparts8 stakeholders9 drivethebusiness forward 3apprentice4education5educational5education fl lapprenticeship2apprenticeship 7 vocation 8 vocationa[9 vocationa[10vocational places 4 vocationaI qualification 2 educationa[ level 3 apprenticeship B t professionalvocation scheme 6 apprentice intake 7 vocationaI 5 apprenticeship school 82
ANSWERKEY
El zc 3h 4a 5g 6e 7f sb to 3 demand for 4 takes;on E 1 suitedto 2 commitment
,:
Reading El 11a 2a 3b 4b 5b 6a 7b 8b Reportintroduceddetailedreportingon directors'paf(lines7-9)) E I f (Asa result,theGreenbury (tines15-17)) 2 T (Foreverypoundof basesolarya directormoygetf L0-f20of voriable remuneration 3 F(Thiscouldbe in theformof annualcashbonuses,shareoptionsor long-termincentiveplans... (tines17-20)) 4 T (...earningspershare[...]canbe manipulated byfinancingstrategies(lines22-27)) strotegyis not strongenough.(lines56-58)) 5 I (Andthelink to thecompany's 6 f (...ratherthanusingothercompanies' disclosures to keepa Iimiton theirowndirectors'payincreases, committees someremuneration actuallyusethemosa'price/isf'.(lines67-72)) 7 F(Theydon'tbelievethotremuneration committees reallytakethat veryseriously(tines91-93)) Vocabulary El f f committee2executive3report 27b 2c 3a pershare 3 dividend payout 4 strategic objectives El 1 incentive2 earnings paydistribution 5 keyperformance indicators5 generaI 4 influence E f to remunerate2 to disclose3 manipulation payout;earnings pershare El t dividend 2 remuneration committee; remuneration report 3 strategic objectives paydistribution 4 generaI E rc 2d 3a 4f 5e 5b Reading
E ru
2 1 simpler 2 narrower 3 lower 4 greater 5 less 6 company cars prizes, thebenefits offeredareunpredictable. Emptoyees do notknowwhatkindof deat El f Litethequiz-show theywittget. 2 20o/o
3 Theycan'buy'and'sett'benefits. 4 lt canbea meansof attracting, recruiting andretaining thebeststaff. 5 Theyhavemadeflexiblebenefitschemes easierandcheaper to establish. 5 Ftexibte benefitschemes oftenfixtheamountgiven.Thismeansthattheemployee hasto paytheextraif thecostsof hisor hercargo up,forexample. package 7 Theycannegotiate deals,suchascheapinsurance.
Vocabulary za 3c 4b 5a 6b 7a E ttc E rn 2e 3a 4g 5c 6d 7f medical insurance3 package deals 4 Benefits in kind 5 workplace !l 1 taxincentives2 Private nursery 5 lifeassurance7 childcare vouchers E l t w i d e r 2 m u c h 3 a s 4 t h e b e s t 5 t h a n 6 m o r e t h a nT t h e m o s t
Reading
E ra
2 7 Theyusedto givemanagement andgeneral staffgenerous numbers of newshares. 2 lt wasseenasa wayof attracting goodworkersforfree. 3 Thetechnology sector
83
KEY AI{SYYER theirsharesweredilutedasa resultof this practice. 4 Because in theircompany accounts. nowhaveto reportstockbonusesasa financialexpense 5 Companies Thiswill resultin theirprofitsbeingreduced. 6 Upto 50%of totalcompensation willincrease. 7 Thecashelement 8 Stockoptions 9 40%of compensation 10 Because theycanbetaxed. E ra zc 3b
Vocabulary 2c 3h 4b 5d 6f 7e 8a Erg packages; paypackages 3 high-tech 4 basepay;basewages t 2 compensation shares E perks;non-financial pay 6 non-cash rewards 7 tax-freeperk 5 merit-based package / paypackage E 1 shares;compensation 2 high-tech 3 basepay perks/ non-financial rewards 4 tax-freeperks;non-cash pay 5 merit-based for E 1 accounted 2 theweightof of 3 segment 4 portion to madeup of; in relation 5 remaining;
Reading 2a 3a 4b 5a 5b 7a Errb 6Acallcentre 776 5BeforetheymovetoCanada E 1110 2lndia 340o/o4TorontoandVancouver
Vocabulary diverse 6 immigrant E 1 emblematic 2 hason its payroll 3 diversity 4 globalness 5 ethnically magnets 9 gtobaleconomy10 multilingual 7 migrants 8 globaltalent E rof 2up 3for 4on 5on 6up 7up diverse; multilingual magnets 4 ethnically E f globateconomy2 for;immigrants3 globaltalent 5 diversity tr rl 2b 3a 4a 5a 6b
I[@
Reading obouttheabsenceof womenin seruicesfirmshavebeenconcerned E 1 F (Fordecades,professional Ieadershiproles.(lines1-3)) 2 F(Butoverthe pastdecade,consultingfirmshavetakenfirm stepstowardsfixing thatproblem.(lines44)) 3 F (Theproportionof womenin theseniorgradesis growing.Thechangeis sloq but it is in theright direction.(tines32-35)) but it 4 T Qosingvaluedondskilledmanagersnot only resultsin a wasteof trainingtimeandresources, harmstherecruitmentprocessin the nextgeneratlon.(lines40-44)) 5 T (Thetraditionalgroupsof thepopulationthat companiesusedto look to for newrecruitsareshrinking ...(tines46-48)) 6 F (Consulting from clients...(ines 79-80)) firmssaytherehasbeenno resistance E ru 2a 3a 4b 5a 6b 7a 8b
Vocabulary diversity 4 graduateintake 5 shrinking 6 boost roles 2 maternityleave 3 workforce E 1 leadership 7 state-of-the-art8 teleconferencing9 telecommuting $tr
ANSWER KEY
E 11d 2a 3b 4c
tr tr
27c 2a 3d 4b 1 a) wastestimeandresources process in thenextgeneration b) harmstherecruitment 2 a) workingin teams diversity b) managing seminars 4leadership 3 telecommuting 1 wasteof timeandresources2 state-of-the-art thesalaries9 shrinking support 8 boosting groups 6 mentoring caf6s 7 financial 5 networking diversity roles 11workforce 10leadership
Reading (paragraph A) E 1 Foreign (paragraph B) 2 Therehadbeenlocallabourshortages. (paragraph C) muchmorefrequently. companies to change started workers 3 Vietnamese (paragraph E) a 'salarybubbte'. creating 4 Theyhadrisendramaticalty, G) 5 lt wentdown.(paragraph (paragraph H) taxable. became benefits 6 Employee l) it up.(paragraPh 7 lt speeded (paragraph C) salaries. E r rheyofferedgenerous (paragraph D) 2 t6.7"/o D) 3 AlmostSo%(paragraph E) 4 $rrbn(paragraph F) 5 Byalmost18%(paragraph F) 6 Muchmorethanthatamount(paragraph H) 7 AroundlS% (paragraph H) flightshome(paragraph education, car,private utititybitts,company housetrotA 8 Paid-for
Vocabutary rate turnover mobile 4 employee mobile 3 lateratty bonanza 2 upwardly El 1 emptoyment expatriation 8 localisation 9 tay off ban 7 hiring 5 blanket 5 salarybubbte 2b 3e 4a 5d 6f Erc ! l t D u e t o 2 A s a r e s u l t3 c a u s e d b y4 C o n s e q u e n t5l iyn o r d e r t o6 a s a r e s u l t o f expatriation mobile 3 Consequently; bonanza 2 upwardly El 1 emptoyment 4 Asa resultof;salarybubbte 5 blankethiringban 6 layoff 2b 3a 4b 5b Era Reading andproductrange,but whichperhaps E f f Qtis a termthat reflectsthecompany'senormousgeographical of developinga singlecorporatestrategyfor a stringof individual olsosuggeststhe challenges (tines2-8)) operating busin esses. 2 F (..,until a fewyearsago,eachlJnilevergrouptendedto follow its ownindividualHRpracticesand priorities.(tines10-13)) whoseprimary HRframework, a sharedcorporote 3 F (...a fewyearsago,thecompany formallydeveloped goalsweresimplicityandbenefitsof scale.(tines17-21)) + 7 (fne newstrotegyfocusedonfourkeyareos:..' (tines21-22)) 5 T (MrCrouchbelievesthat thisreflectsthe changingroleof HRin the company.Heexplains,'lt'sa way (tines28-32)) of thebusiness.' of peopleto the success theimportance of recognising measureand report to adequotely ways do we put How (The into action. question words is how to 6 T find HR\strategicrolein oddingvolue?(lines35-39)) 'Accounting People'report...(tines39-40)) 7 T (Thistaskwastacktedin an for of Tradeandlndustry.(ines40-42)) (... by B F whichwassponsored theIIKDepartment 9 T (Somecompaniesuseof a numberof keyemployeestatisticsinternallyin theirregularstrategic (lines43-47)) planningmeetingsto estoblishHRpolicyanddevelopment. port aboutgoingpublictoo quickly of companies the (... greot caution on of degree 10i the\eis stilta (lines77-80)) withdatathatcouldbe misinterprefed. 85
ANSWERKEY
77I (Financiol stotistics havebeenbuiltup overmanyyearsandaresupportedby largenumbersof practitioners. Achieving occountoncy thisin HRwilltakesometime.[...]Thepointis thatwearemoving withthesamedegreeof rigouranddiscipline towardsmanagingourpeopleasa resource for business (tines83-95)) thatweusein anyotherpart of thebusiness. E t b,a,c 21a,c 2a,b,d,e Vocabulary strategy 4 HRpractices5 corporate HRframework [l l multilocal 2 multinational3 corporate planning 8 objective 6 benefits of scale 7 strategic criteria 9 business competencies planning 10succession GI rg 2h 3f 4c Sbla 6d Talb 8e people 3 adding value 4 keyemployee statistics E 1 strategic2 recognise; planning; business competencies 5 succession E rn 2a 3b 4a
I !
1 j
l Reading (tines3-4)) E f f (...thebenefitsof e-firingareknownto fewerbusinesses. (tines8-9)) 2 F (...softwarecouldhardlydo a worsejob thansomemanagers. 3 T (Byusingsoftware,theprocesscanbe speededup[...]reduceexpectedcostsavingsof $SOOna yearby morethon$tsom.(tines16-22)) (tines1Z-19)) hangsoverthebusiness. 4 T (...so thotthebeststaffdo not leavewhileuncertainty applications, 5 | (Bylinkingto otherbusiness [...]thistypeof softworeconput all theimportantdatain one placefor seniormanogers to analyse.(tines34-39)) to set up[...]whatskillstheywantto endup with 6 T (Butthistypeof softwareenablesmergercandidates in thecombinedbusiness.(lines55-62)) nearlyeverycomponywhichtookovera business 7 | (...it wasfoundthotin 15dealsclassifiedas'successful', identifiedkeyemployees for retentionduringduediligence[...]or within30 daysof theannouncement. (tines82-89)) thenumber ofstaff. E f tneycanreduce 2 FinanciaI andorganisationaI objectives reductions andordinary terminations 3 Redeployments, 4 A one-month detay databases andhuman-resources 5 PayrotI workforce 6 Possible legaIcasesor an unbatanced Vocabulary 4 headcount5 ethnicminorities E t e-firing 2 shrinking3 spreadsheets 6 topperformers7 duediligence E rc 2b 3d 4a 2a 3f 4e 5d 6b Erc E 1 merger 2 acquisition3to redeploy4 reduction5 toterminate6 retention7to downsize terminate 5 e-firing; spreadsheets H 1 merge;downsizes2 retain 3 top performers4 redeploy; 6 restructuring; headcount; align Reading leave E f ns a resultof maternity 2 lt is undergoing organisationaI restructuring. willdeviseandrolloutorganisationaI change strategies. 3 TheHRManager planneedsto bedevised. succession 4 A realistic policies benefits remaincompetitive. 5 Ensure thatemployee andremuneration of employee-relations issues of allpersonneI records. 6 Resolution andmaintenance candidate wouldhavesucha background. 7 No,butideallythe 8 Restructuring anddeptoyment needs to beproficient in bothlanguages. 9 He/She 86
i
; I i
ANSWER KEY period'. Therefore, HRManager anintervening theinterim will E f tt means'provisional'or'for provide temporary coverwhilethepermanent HRManager is on maternity leave. 2 Theabbreviation whichmeans'approximately'. c. standsfor'circa', 3 Peryear will: E fne HRManager 1 supporttheSeniorHumanResources Manager. 2 [eada department of 15. 3 adviseandliaisewithseniormanagement on HRdecision-making. withtheappropriate information HR-related 4 supptylinemanagement to hightight issuesthatwill havean impacton performance andproductivity. withunionrepresentatives employee-relations issues. 5 co-operate to resolve 6 beableto cottaborate withmultifunctional teams.
Vocabulary personnel4 multifunctionalteams El f ptaya pivotalrole 2vary 3 high-catibre 5 credibility 6 integrity 7 autonomous8 hands-on9 outstanding/exceptional 10trackrecord Tresponse fl lsupervision2roll-out 3advice 4liaison 5resolution5implementation 8 update 9 maintenance10 provision 11assistance12follow-up 13 oversight 14suppty 15alignment16analysis 3update 4oversee/supervise E tliaise 2supervision/oversight 5 provide 7 respond 8 assistance9 alignment 5 rol[-out/implementation/provision 10 resolve El rin 2of 3in 4in 5to 6in 7to
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Reading Hewillnotworkthereatlof the UKofficein WestLondon. E f ne witlbebasedat theT-sotutions time,because hewillmakevisitsto branches in otherregions. 2 Thedecision willbe basedontheachievement of goalssetin hisperformance appraisal andon performance. overallcompany 3 Hecanclaimtravelandsubsistence expenses. Thelettersaysthathemayberequired 4 Possibty. to workadditional hours. year. 5 Hecannotcarryforwardanyunusedannual]eaveto thesubsequent 6 Oneweek'snotice. 7 lf heis guiltyof misconduct or in breach of thetermsandconditions of employment. 8 H e h a s t o s i g n a n d d a t e t h e c o p y o f t h e l eatpt e p rooi nf t m e n t , p r o v i d e c o h p i se ds iopf l o m a s a n d certificates andsupplytwo professional references. of employment andtheletterof appointment. 9 Thefulttermsandconditions startdateat T-solutions E f mr Harper's 2 Hisstartingbasicmonthly salary 3 Theperiodafterwhichhemaybecome etigible fora bonus 4 Thelengthof hisdailylunchbreak hotiday entitlement 5 HisannuaI period 6 Theduration of hisprobationary
Vocabulary period 5 reference5 misconduct E t branch 2 subsistence3 reimburse4 probationary dismissal8 suspension 7 instant period 4 subsistence5 misconduct5 reimburse El 1 reference2 suspension3 probationary 7 branch 8 instantdismissal to E 1 instructed2 at itssolediscretion3 beeligiblefor 4 willbeentitledto 5 be required 6 party 7 in lieuof 8 is subject to E l t c l a i m 2 s e c u r e3 c a r r y f o r w a r 4d e x t e n d 5 i n b r e a c h o f6 g i v e ; s e t o u tT a d i u s t
87
AI{SWERKEY
Reading 2a 3g 4c 5h 6b 7d 8f Ere g1T 2T important andthatinadequate timewastakento address issuesin thestore.) 3 F (Theyfeltneglected 4T 5T 6 F(5helackedconfidence withthenewretailmanagement database system(RMDS).) 7 F (Sheis prepared to betransferred to anotherregionor abroad.) 8 F (Shecouldbecome a contender for promotion.)
Vocabulary larticutate 2persuasive3optimum 4neglected5adequate6upcomingTdedicated 8 under-performing 2a 3c 4g 5d 6h 7b 8e Err E t timeconstraints2 contender3 master 4 subordinates5 keeptrackof a desireto 3 notedthat 4 admitted that 5 awarethat [ 1 proudof 2 expressed 6 expressed difficutty; feels 7 prepared to 8 expected to 9 encouraged E tboost 2enhance3strengthen4refine 5progressed I
Reading [ l l m o r e 2 w i ] l d e a l w i t h3 M o s t 4 O v e r 5 c o m m u n i c a t e opportunities. El 1 Career progress 2 lt wittprovide access to training to helptheseindividuals towards a seniormanagement rote. 3 Theycannotperform theirjob effectively. 4 lt takesa longtimeto getapproval for holidayleave. heor sheis alwaysprepared butthecompany himor herto request 5 Because to workovertime, expects paidleavewhenmakinganappointment withthedoctor. period 5 Managers willbeencouraged withtheirstaffto schedule to setpriorities tasksoveranacceptable of time. issues 7 Togivestafftimeto dealwithpersonal whichwillaffectthemandalsoprovide 8 Seniormanagement willbeexpected to notifustaffof matters a monthlyrundown of developments withintheorganisation.
Vocabulary E 1 roomfor improvement 2 a foothold 3 firstconcern 4 overstretched 5 strikea balance 6 cover 7 keptin thedark E 1 takepartin 2 accommodate; set 3 keep;informed of 4 putin 5 bringabout 6 seek 7 holds;accountable for 8 displays 9 accept 10 reveal ! lapprovat 2initiate 3pursuit 4interfere5notification6appreciateTaspiration 8 encourage9 request 10attain 4pursue 5aspiration6initiate B lrequest 2interfere3encouragement 7 notification8 appreciation9 attain 10approve
88
ANSWERKEY
El 1 recruitment2 automated3 selection4 personal 5 Jobrotation 6 high-potential employers8 facilitator 9 Accredited10 Flexible 7 Ethical learning 11conduct 12 measure 13 counterpart14skillsshortage 15 intake package 16 remuneration committee17disclose 18 nursery 19remuneration 20 statement El rc 2a 3d 4b 5d 6b 7b 8c 9b 10a rlc t2a r3c !4c 15c 16b 77b 18b 79a 2Oc
tr t headup tr
2 Diversity3 multicultural4 Telecommuting 5 graduate 6 leadership mobile 9 value 10 practice 11firing 12spreadsheet 7 hiringban 8 upwardly 13 High-calibre14 multifunctional15termsandconditions16subsistence 17 reference18subordinate19cover 20 notice 7a 2c 3b 4d 5d 6b 7c 8c 9d 10c 11b 72d 13b 74b 15d 76b 77c 18a 19b 20b
89
HumanResources is oneof a rangeof newspecialist titles designed for useon its ownor withtheMarketLeader series. l d ealforstudents whoneedto lear nthelanguage of m or e sp ecialised ar easof business English, thebookfocuses on th ereading skillsandvocabulardevelopment y r equir ed for h u manr esour ces. It i ncludes: o authenticreadingtexts fromthe Financial Times@ andothersour ces o a glossaryof specialised language 'CheckTests' o two designed to helpassessprogress Othertitlesin thisser iesinclude: . Accounting andFinance .
Business Law
o Mar keting o Logistics Management o Working AcrossCultures Formoreinformation on the MarketLeader seriesgo to: www.market-[eader.net
ISBN978-1-4082-2004-7
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