vk.
com/
engl
i
s
hl
i
br
ar
y
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
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Thisunitlooksat thewaysin whichemproyers
areusingtechnotogy
in the
recruitment
process.
Discuss
thesequestions.
1 Whenyouarethinkingaboutyourfuturecareer,
howcanyoufindoutaboutthedifferent
companies
andorganisations
youcouldworkfor?
2 Whatsortof process
do youhaveto gothroughin orderto geta job?Describe
thevariousstages.
tr
Understandingthe
mainpoints
Readthearticleontheopposite
pageandanswerthesequestions.
1 Whichmodern
technological
resource
arecompanies
nowusingto recruitthenextgeneration
of employees?
2 Besides
theirownwebsite,
whichtwoothertypesof sitearecompanies
usingto attractandrecruit
graduates?
3
4
5
6
At whichstagein therecruitment
process
is onlinetestinguseful?
Inwhichtwomainwaysis thisgenerally
usefulto bothemptoyers
andgraduates?
why is it important
forcompanies
give
quick
to
automated
feedback?
Whyis it notsufficient
forcompanies
simptyto usetheirownwebsite
to attractyoungrecruits?
7 Whatarecompanies
tryingto achieve
byengaging
withpotential
employees
outsideof thecompany's
ownwebsitedomain?
8 According
to thearticle,area[[employers
proficient
at usingwebresources
to attractandrecruit
yet?
employees
tr
Understandingdetails
Readthearticleagainandanswerthesequestions.
1 Whichwelt-known
Internet
siteis playing
a majorrolein ErnstandYoung's
recruitment
strategy?
2 Whatistheworld'slargest
onlinerecruitment
group?
3 Givea specific
example
of howonlinetestingis useful,firsttyto thecompany
andsecondly
to the
job applicant.
potentiaI
4 Whichvirtualworldaresomecompanies
usingin orderto meetpotential
recruits?
5 Howcanpotential
recruits
usethatresource
to meetandtatkto company
employees?
6 whichothertwo Internet
forumsdo employers
useto meetyoungpeople?
7 onceemployers
havemadecontact
withyoungpeople,
howdotheykeepthoseyoungpeople
interested
in them?
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U N I T1 ' " E - R E C R U I T M E N T
servicesof companiessuchasMonster,
Onlinerecruitment: the
world's largestonline recruitment
group,they areusingonlinetechnology
Shoppingfor talent zo to speedup the applicationprocess.
Internet,outsidetheir own web doyounger-Beneration
mains.Tech-sav\T.
individuals now entering the job
market spend much of their lives
This allows candidatesto find out
online and expect recruiters to be
there,too.
detailsaboutthejob they areapplying
F
Forcompanies.
thismeans
engaging
for and completethe first stagesof
65 in the online social networkingthat
the application.
by Sarah Murray
plays such an important part in the
C Oneimpoftantpart of this processis
way youngrecruitsinteractwith their
onlinetesting.Takinga practiceteston
peers.As well as social networking
a corporatewebsitemeansan individual can measurethemselvesagainst
sites,virtual worlds such as Second
Life also provide opportunities to
the standards
of thecompanyin areas
whose
:o such as numeracy,for example.For
engageprospectivecandidates,
'avatars'(inventedonline characters)
companies,thesetestscan weed out
can interactwith thoseof the compainappropriatecandidatesbefore they
ny's employees.
haveevenstartedthe applicationproG Much of the real powerof the Interthey savetime
cess.And for graduates,
net in recruitment exists in these
:s and money.If they don't measureup,
can
they can withdraw from the process
externalsites.wherecompanies
without having to spend time on
build an employer brand and tap
into potentialrecruitsby engagingin
application forms or travelling to
issuesabout which theseindividuals
anothercity.
D It is importantfor companiesto folarepassionate.
This meanscompanies
needto establisha presencein everylow up with automatedfeedbackon
thing from chatroomsto blogs.
the tests,however.Candidateswho do
A Since2007, Ernst & Young'srecruitwell in practice tests and receive H But while someforward-thinking
ment strategyhas included a pageon
instant feedback telling them that 85 companies
aredoingthis,manyrecruitFacebook.On the site,job candidates
ershaveyetto tapinto theseaudiences.
canmeetstudentsgainingwork experi- +s they'veexceededthe standardrequire'Organisationsare a bit unsureat the
mentsfind that very encouraging,and
ence,participatein opinion polls and
join discussiongroups,whosetopics
moment of how to take advantageof
so tendto stick with the companyand
this,' says Emma Parry, Research
continuetheir application.
cover everythingfrom psychometric
Fellow at CranfieldSchoolof ManageE
However,the web offers more than
testingto working in China.
ment. 'But it's somethingthey'll have
B However, the accounting firm's
so automatedform filling, particularly
when it comesto identifying the best
to do in the future because,for this
l0 move into social networking is only
generationof recruits,that'sthe way
community.
talentamongthegraduate
can
oneexampleof thewaycompanies
Traditionally, companiesthought
they communicate.'
usethe web to attracttop talent.Some
abouthow to find the right candidate.
companieshaveextendedtheir useof
the Intemetin the recruitmentprocess ss Today,however,they think abouthow
the right candidatecan find them and are using web tools very effecby ' settingup shop'in otherpartsof the
tively. As well as making use of the
in a virtual world
FT
Searchingfor information
1
Lookat thesereasonswhy employersparticipatein socialnetworkingsites.Tick (/) the ones
mentionedin the article.
1 to attract
toptatent
2 to havefunplaying
on Second
Life
brand
3 to buildanemployer
4
to tap into potentialrecruits
5 t o l e a r nm o r ea b o u tw o r l di s s u e s
2 Lookat thesereasons
whyyoungpeopleinteract
withcompanies
onsocialnetworking
sites.
Tick(/) theonesmentioned
in thearticle.
1 to develop'avatars'
2 to improve
theircomputer
skitls
groups
3 to joindiscussion
4 to meetinterns
polls
in opinion
5 to participate
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UNITI "
E-RECRUITMENT
tr
Word
search
Findthreewordsin paragraphs
A andB of the articlewhichfoltowthe wordrecruitment
andmatchthe
resultingphraseswith theirmeanings.
1 recruitment
whosejob it is to helpemployers
findnewemployees
t ....... a) a setof companies
newemployees
2 recruitment
p........ b) a planfor recruiting
3 recruitment
9........ c) a seriesof stepswhichresultsin thehiringof newemployees
tr
families
Word
1 Complete
the chartwith wordsfromthe article.
2 Complete
the chartwiththe corresponding
nouns.
verb
noun
to attract
1
to extend
2
to withdrawfrom
to followup
to receive
g
5
Wordpartnerships
1 Matchtheverbsandverbphrases(1-8)with the nounphrases(a-h)to formwordpartnerships
process.
relatingto the useof onlinetechnology
in the iob application
1 to use
2 to complete
3 to followupwith
4 to findout
5 to weedout
6 to take
7 to save
8 to measure
themselves
a) inappropriate
candidates
b) webtoolsveryeffectively
test
c) a practice
d) timeandmoney
e) detailsaboutthejob
f) thefirststagesoftheapplication
g) against
ofthecompany
thestandards
h) automated
feedback
Decidewhichactionsin Exercise
1 belongto the candidate
andwhichbelongthe company.
Oneofthemappliesto both.
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U N I T1 "
E-RECRUITMENT
Sentencecompletion
A-Cto complete
Usephrases
fromExercises
thesesentences.
1 We havejust spenta monthworkingout our
3 0 g r a d u a t eas n dw i l l r e c r u i t h e ma l l o n l i n e .
for the comingyear.We planto take on
2 W e a r e a v e r y p o p u l a r c o m p a n y t o w o rl nk f a
o cr .t , w e w e r e v o t e d o n tehoef t o p - t e n . . . . . . . . l a s t y e a r .
3
S o m ec o m p a n i easr e u s i n go n l i n ew e b t o o l st o a l l o wp o t e n t i arle c r u i t st o . . . . . . . .t h e f i r s ts t a g e so f t h e i r
jobapptication.
4
P r a c t i ctee s t se n a b l ep o t e n t i aal p p l i c a n ttso . . . . . . . . t h e m s e l v easg a i n stth e s t a n d a r dos f t h e c o m p a n y .
5 O n l i n et e s t sa l l o we m p l o y e rt so w e e do u t. . . . . . . .. . . . . . . s. o t h a tt h e yd o n ' tw a s t et i m eo r m o n e yv i s i t i n g
the companyfor testsand interviews.
6
S o c i anl e t w o r k i n cga nb e a g r e a tw a yt o . . . . . . . .t o p t a l e n t .
7
l t i s a n i m p o r t a npt a r to f a c o m p a n y 'tsa s ko f b u i t d i n ga n e m p l o y ebr r a n dt o a p p e atl o p o t e n t i a l
young........
g expressions
Understandin
Choose
thebestexplanation
foreachwordorphrase
fromthearticle.
1 '...whosetopics covereverythingfrompsychometrictestingto ...' ([ines6-8)
a) mathematical
tests
b) testswhichmeasurepersonalityand attitudes
2 '...in areassuchas numerocy...'(lines29-30)
3
a ) s k i l tw i t h n u m b e r sa n d m a t h e m a t i c s
b) abitityto readnumbersaccurately
'... can weedout inappropriatecandidates...'(tines
37-32)
a) selectsuitablecandidates
b ) e l i m i n a t eu n s u i t a b l cea n d i d a t e s
'lf they don't measureup, ...'(tine
4
lS)
a ) a r e n ' tb i g e n o u g h
b ) a r e n ' tc o m p e t e net n o u g h
'Tech-sovvy,
younger-generation
individuals...'(lines59-60)
5
a ) w i t h s p e c i a l i st e
t c h n i c asIk i l l s
aboutand ableto use moderntechnology
b) knowtedgeable
youknowof areusingthemto interact
Visitthewebsites
mentioned
andseeif anycompanies
with
potential
recruits.
Describe
thewaysin whichtheyaredoingthis.
youknowof andfindoutif theyprovide
Visitthewebsites
of anycompanies
onlineservices
for
potential
practice
applicants.
Complete
a
testor twoandseehowyoumeasure
up.
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Thisunitlooksat thewaycompanies
areusingtheirexisting
employees
to
find newones.
Discuss
thesequestions.
1 Describe
waysin whichcompanies
findnewbutexperienced
employees
in yourcountry.
2 Canyouthinkof anyotherwaystheycoulddo this?Explain
yourideas.
Understanding
the mainpoints
Read
thearticle
pageandanswer
ontheopposite
thesequestibns.
1 Whoareemployers
increasingly
usingto findotherexperienced
employees
fortheircompanies?
2 Whatis thebenefitfortheemployee
whorefersa potential
recruit?
3 Whichfeatureof modernlifehasencouraged
emptoyers
to followthisrecruitment
strategy?
4 Givetwoexamples
fromthearticleof onlinesocialnetworking
communities.
5 Whatarethebenefits
forthecompany?
5 Whereis thisrecruitment
strategy
morecommon,
Indiaor the UK?
7 Arethereanypotential
disadvantages
in recruiting
emptoyees
viapersonaI
referrals?
8 WhatInternet
provide
resource
do someemployers
for employees
whowantto referfriendsand
job candidates?
contacts
aspotential
Understandingdetails
Readthe articleagainandsaywhetherthesestatements
aretrue (T)or false(F).Correctthe falseones.
ldentifuthe partof thearticlethatgivesthisinformation.
1 Companies
onlyaskpeoplewhostitlworkforthemto lookfor newrecruits.
2 lndianemployers
save75 percentof theirrecruitment
coststhroughpersonaI
referrals.
3 Emptoyees
whobringnewrecruits
to a company
areusuatly
rewarded
witha job promotion.
4 Themostanemployee
personal
canmakefroma UKemployer
fora successful
referral
is f2,000.
5 Jobcandidates
whohavebeenreferred
go
bya frienddo notneedto throughthesametestingano
process
interview
asotherjob candidates.
6 lt is bestif a company
doesnotteltthepeopleresponsible
forselecting
successful
candidates
the
job candidate.
nameof thepersonwhohasreferred
a specific
7 lt canbea goodideafora company
to waituntila newrecruithassuccessfully
workedforthecompany
forsometimebeforepayinga bonusto thepersonwhorecommended
them.
8
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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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FT
U N I T 2 ' > S O C I AtIt E T W O R K I N G
tr
Word
search
or formeremployees
1 Findwordsandphrasesin the articlewhichdescribethingsemployees
cando to hetpfind newrecruitsfor a company.
1 t o t . . . . . . . - t . . . . . .(.p. a r a g r aAp)h
a........(paragraph
B)
2 to getfriends
to m........j........
andassociates
p )h
3 t o f . . . . . . .b. . . . . . . r. .e c r u i t m el .n. t. . . . .(.p a r a g r aB
H)
4 to r........afriend(paragraph
p )h
5 t o e n r oal sa t . . . . . . .t . . . . . . .(.p a r a g r aK
(paragraph
lQ
6 to n........
t eedo p l (ep a r a g r alp0h
7 t o s . . . . . . . . a na d. . . . . . . . t a l e n p
offerstaffin return
2 Findwordsin the articlewhichdescribewhatcompanies
for this hetp.
1 an i........(paragraph
B)
p h)
2 a r . . . . . . .(.p a r a g r aG
p h)
3 a b . . . . . . .( .p a r a g r aG
3 Findwordsor phrasesin the articlewhichfit thesemeanings.
youworkfor (paragraph
C)
1 the referralof a friendor associate
to the company
p . . . . . .i.... . . . . . .
is givena newjob (paragraph
G)
2 whata company
is saidto havemadewhena candidate
4........
(paragraph
l)
thenaccepted
or rejected
bywhichcandidates
areinterviewed,
3 theprocess
t h er . . . . . . P
. .. . . .
assesses
whether
is recruited,
duringwhichthecompany
4 theperiodaftera newemployee
(Someemployers
do
to workforthecompany
theyarerightforthejob andcancontinue
(paragraph
compteted.)
bonuses
untilthistimehasbeensuccessfutty
notpayreferral
J)
P . . . . . .P. . . . . . . . .
tr
Word
families
fromthe articlewhichincludedifferentformsof refer.
the chartwith wordpartnerships
Complete
verb
t o . . . . . . . .st o m e o n e
to a company
10
noun
employee
adjective
3
candidate
adiective
.oprogramme
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UNIT2 "
SOCIALNETWORKING
Textcompletion
thisparagraph.
fromExercises
A andBto complete
Usewordsandphrases
C o m p a n i ecsa ns a v ea l o t o f m o n e yb y e n c o u r a g i negm p l o y e etso f i n d n e wr e c r u i t sf o r t h e m .T od o t h i s ,
. o m ec o m p a n i easr es o w e l lo r g a n i s e tdh a tt h e yh a v e
a f i n a n c i a. t. . . . . . . ' S
t h e yu s u a l t yo f f e rt h e e m p l o y e e
t sotfh e c o m p a n y m o s t u r g e n t l y
s e t u p e m p l o y e e . . . . . . . . . . . . . . . . ' t o a d v i s e e m p t o y e e s o n trheectryupi e
. . . . ' t o os o o n .T h e ys o m e t i m e s
n e e d sS
. o m ec o m p a n i easr ec a u t i o u sa b o u tr e w a r d i n tgh e
b e f o r ep a y i n gt h e e m p l o y eteh e i r . . . . . . . .l5f a. n
w a i tu n t i lt h e n e wr e c r u iht a sc o m p l e t ead. . . . . . .
e m p l o y eues e st h e i rf r e et i m et o . . . . . . . .a' n d. . . . . . . . - . . . . . .p. .o/ t e n t i ar le c r u i t st h, e yc a ne a r na l o t o f e x t r a
moneyon top of their salary.
Understanding expressions
fromthearticte.
foreachwordorphrase
thebestexptanation
Choose
people know that ...' (tine1)
7 'Career-minded
2
a ) p e o p t ew h o h a v es t r o n ga m b i t i o n sf o r t h e i rc a r e e r
b ) p e o p t ew h o d o n ' tl i k et h e i rc a r e e r
'... businesseswaking up to communitiessuch as ...' (lines24-25)
3
a) becomingmoreawareof
b ) s a y i n gh e l l ot o t h e i rn e i g h b o u risn t h e m o r n i n g
'The leorningcurvefor becomingeffective...' (tines 42-43)
4
a) amountof time it takesto acquirethe rightknowledge
b) amountof time it takesto recruit
'...
bonuses...'(lines58-59)
extravaganf
5
a) extremelylarge
b) additionat
'... can colour someone'sview of ...' (tines67-62)
6
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
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77
of a future
Thisunitlooksat thewayin whichyoungrecruits'expectations
jobandemployer
arechanging.
thesequestions.
Discuss
thatyouwouldlookfor in a futureemployer?
1 Whatarethemainfeatures
factors
thatyouwouldlookfor in a job or career?
2 Whatarethemostimportant
tr
search
tnformation
eachsentence,
pageandtick(/) theitem(s)thatcomplete
Readthearticleon theopposite
to the article.
according
to as:
generation
recruits
areoftenreferred
ofcompany
1 Theyoungest
X. b) theMiltennials. c) GenY.
a) Generation
are:
theirpriorities
theirfuturecareer,
2 Whentheyconsider
workschedule.
e) flexibte
car.
a) largecompany
f) ethicatemployer.
b) highsatary.
g) gtobatexperience.
balance.
c) goodwork-life
opportunities.
year.
per
h) career
development
weeks'hotiday
d) eight
Y to helppeoplewhoareless
finda varietyof waysto atlowGeneration
3 Companies
in wayssuchas:
thanthemselves
fortunate
c) workingforforeigncharities.
lessons.
a) takingscuba-diving
roundtheworldfora year.
d) backpacking
b) raisingmoneyfor charity.
with
thanolderemployees
morecomfortable
Y employees
aregenerally
4 Generation
as:
such
technologies
workstylesandcommunication
modern
d)
a) Internet-basedcommunications.e-mailing.
applications.
e) videoconferencing
b) textmessaging.
f)
virtuat
teamwork.
c) webapplications.
tr
themainpoints
Understanding
Readthearticteagainandanswerthesequestions.
working?
in flexible
keento engage
1 Whyareyoungemployees
to workflexibty?
happyto allowtheiremployees
2 Whyareemployers
provide
sothattheycando this?
of modernsocietydo employers
3 Whichfeatures
generations
did?
thanprevious
andhumanity
fortheplanet
moreor lessconcern
Y expressing
4 lsGeneration
generations
of employees?
expectto do fasterthanprevious
5 Whatdoesthisgeneration
72
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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
FT
6 W h a tmi g h tt h e r i s k sb e t o a c omp an y i f e mp l o y e e sa r e n ' tg i v e nt h e i n t er n a t i on a le x p e r i e n cteh e yw a n t ?
7 W h yi s i t i m p o r t a nfto r e m p l o y e rtso b e a t t r a c t i v teo t h e y o u n g e g
r e n e r a t i oinn p a r t i c u l a r ?
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13
THEWARFORTALENT:GENERATION
Y
tr
Word
search
in thearticlewhichmatchthesemeanings.
Findthe phrases
(paragraph
1 changing
departments
regularly
to geta broadrangeof experience
F)
j
r........
2 waysfor high-flyers
to do intensive
training
to become
seniormanagers
at a youngage(paragraph
F)
a . . . ' . . . . 1 " . .p. . . '.". "
G)
3 jobtrainingoutsideyourowncountry(paragraph
9........e........
(paragraph
to riseto a seniorlevelin a company
G)
4 expected
h........-p........
aboutthestepsin yourcareer
andgettingtherightmixof experience
5 thinkingcarefu[[y
andtraining
(paragraph
G)
c........e........
E
Wordpartnerships
fromthe articlewhichdescribe
1 Matchtheverbs(1-6)with the phrases(a-f) to makeexpressions
reasonsfor andbenefitsof flexibleworkingin companies.
1 to offer
2 to redesign
3 to usestate-of-the-art
4 to attractandretain
a)
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. . . . . . . . . ' .
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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.
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15
programmes
Thisunit exploresthe executive
educationand leadership
on
offerto emptoyees
in largeAustralianorganisations.
andmanagers
Discuss
thesequestions.
provide:
1 Whydoyouthinkcompanies
a) executive
training
to existing
employees?
programmes
b) teadership
development
to newgraduate
recruits?
programmes,
2 Somecompanies
develop
andruntheirowntraining
whitstothersengage
external
partners
to helpthem.Whataretheadvantages
anddisadvantages
ofeachapproach?
tr
mainpoints
Understandingthe
Readthearticteontheoppositepageandsaywhetherthesestatements
aretrue(T)or false(F).
Correctthe falseones.
1 Well-established
trainingproviders
areconducting
courses
in AsiaforAustralia-based
managers.
programmes
2 Customised
arethemostrapidlyexpanding
areain executive
education
in Australia.
programmes
numberof emptoyers
detivered
3 Anincreasing
arechoosing
byfacilitators
withan
extensive
trainingbackground.
courses
runby MGSMfor Qantas
arepartof a widertrainingprogramme.
4 Theresidential
prepare
less-experienced
employees
forfutureleadership
challenges.
5 Someprogrammes
programme
development
wasdesigned
forexisting
managers.
6 TheBHPleadership
in theAccelerated
Learning
Laboratory
focuson tasksandissuesspecific
to theirwork.
7 Participants
tr
Understandingdetails
Scanthe articleagainquicklyto find informationto completethesenotes.
16
PYograttuLt /Lel
ProgYathLnLel
e exeor,tttv
e
f ov,r-d ag L*evr,sLv
course
edwcatLow
three-gear Leadershr4
wt 7YogYa vwrwe
dteveLopr,t't'e
PYoqYanlwel
AooeLerated L-earwLwg
L-^aboYatort4
ProvLder:
Provtvder:
ProvLdersz
MeLbowrweBusi,wess
sohooL (r"tss)
Pavtwels2
.......:
Pa*weYsl
ALw,":
ALvw:
ALw+:
c,oyyL?awtdl
c,onL?awtAl
Covwlaw}l
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........'
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
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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
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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 ?
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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
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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.'
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