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Country. Choose the correct alternative from the brackets.
1Visitors (must / don't have to) register with the police within one week of arriving. Anyone who does not can be fined $1,000.
2It is very difficult to find somewhere to live. You will probably (must / have to) live in a hotel for the first few weeks while you find somewhere.
3UK citizens (mustn't / don't have to) register at the British Consulate but doing so will help the consul to assist you if you get into trouble.
4You (shouldn't / must) carry your passport with you at all times. The police carry out frequent spot checks.
5Visitors and residents (don't have to / mustn't) go near military installations, especially when carrying a camera. You (mustn't / should) photograph military aircraft or warships.
6You (must / don't have to) be very careful when driving. The roads are extremely dangerous.
7Street crime is very rare, but you (should / shouldn't) be aware at all times of what is going on around you.
| Writing |
8You (should / shouldn't) learn some common expressions in the local language. Very few people outside the capital speak English.
You move to the country mentioned in the previous exercise. You are Marketing Manager for a consumer goods company. A colleague in your home country is going to join you to work with you in the same country. Write an e-mail (about 250 words) to them to give advice about the cultural dos and taboos in the areas of:
• timing
• greetings and polite conversation
• business cards
• smoking
• gifts
| Modals of advice, obligation and necessity |
• entertaining at home and out
| □ |
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| Vocabulary The recruitment proc Reading Retaining good staff Listening Headhunting Language review Indirect questions ar statements Skills Managing meetings Case study Slim Gyms |
| No matter how successful you are, your business and its future are in the hands of the people you hire. Akio Morita (1921-1999), Japanese business executive |
QIn your opinion, which factors below are important for getting a job? Choose the five most important. Is there anything missing from the list?
| appearance | hobbies | experience sex |
| intelligence | marital status | personality qualifications |
| references | age | astrological sign handwriting |
| blood group | sickness record | family background |
| contacts and connections |
фThink about jobs you've had and interviews you've attended. Ask each other about your best or worst:
1a) job b) boss c) colleague
2a) interview experience b) interview question c) interview answer
QDiscuss these statements.
1At work appearance is more important than performance.
2You should keep your private life totally separate from your work.
3People don't change much during their working lives.
4It is best to work for as few companies as possible.
| Starting up |
5Everybody should retire at 50.
| Vocabulary | Q Match the verbs i to 6 | to the nouns a) to f) to make word partnerships. | |
| The recruitment | l to train | a) | a vacancy / post |
| process | 2 to shortlist | b) | an interview panel |
| 3 to advertise | c) | the candidates | |
| 4 to assemble | d) | references | |
| 5 to make | e) | new staff | |
| 6 to check | f) | a job offer |
Now decide on a possible order for the events above from the employer's point of view.
For example: 1 fo advertise a vacancy
aO 8.1 Listen to a consultant talking about the recruitment process to check your answers.
0Complete the text using words or phrases from the box.
curriculum vitae (CV) / resume probationary period interview application form psychometric test covering letter
These days many applicants submit their................................... 1 speculatively to
companies they would like to work for. In other words, they do not apply for an advertised job but hope the employer will be interested enough to keep their CV on file and contact them when they have a vacancy. When replying to an
advertisement, candidates often fill in a / an................................... 2 and write a / an
............................ 3. The employer will then invite the best candidates to attend a
/ an............................... 4. Sometimes candidates will take a / an...................................... 5
before the interview to assess their mental ability and reasoning skills. These days it is normal for successful candidates to have to work a / an
............................ 6 in a company. This is usually three or six months; after that
they are offered a permanent post.
Which of these words would you use to describe yourself in a work or study situation? Use a good dictionary to help you. Add any other useful words.
• motivated • confident • reliable • proud
• dedicated • loyal • determined • charismatic
• honest • adaptable • resourceful • meticulous
0Compare your answers with a partner. Which of the qualities in Exercise D do you think are the most important to be successful in a job?
^^ Vocabulary file pages 171 and 172
QDiscuss these questions before you read the article.
1The article talks about people who are high performers. What does this phrase mean? What sort of people are they?
2What do you think motivates high performers to stay with the same company?
фRead the article and answer these questions.
1What qualities of high performers are mentioned in the article?
2What are the problems of losing high performers?
| Reading Retaining good staff |
3Which motivating factors are mentioned in the article?
Motivating high-calibre staff
By Michael Douglas
An organisation's capacity to identify, attract and retain high-quality, high- performing people who can 5 develop winning strategies has become decisive in ensuring competitive advantage.
High performers are to easier to define than to find. They are people with apparently limitless energy and enthusiasm, qualities that shine through even 15 on their bad days. They are full of ideas and get things done quickly and effectively. They inspire others not just by pep talks 20 but also through the sheer force of their example. Such people can push their organisations to greater and greater heights. 25 The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted. The 30 financial impact of such people leaving is great and includes the costs of expensive training and lost productivity and 35 inspiration.
However, not all high performers are stolen, some are lost. High performers generally leave because 40 organisations do not know how to keep them. Too many employers are blind or indifferent to the agenda of would be high 45 performers, especially those who are young.
Organisations should consider how such people are likely to regard 50 important motivating factors.
Money remains an important motivator but organisations should not 55 imagine that it is the only one that matters. In practice, high performers tend to take for granted that they will get a good 60 financial package. They seek motivation from other sources.
Empowerment is a particularly important 65 motivating force for new talent. A high performer will seek to feel that he or she 'owns' a project in a creative sense. Wise
70 employers offer this opportunity.
The challenge of the job is another essential motivator for high 75 performers. Such people easily become demotivated if they sense that their organisation has little or no real sense of where it is 80 going.
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| PROFITS |
A platform for self- development should be provided. High performers are very keen to develop 85 their skills and their curriculum vitae. Offering time for regeneration is another crucial way for organisations to retain 90 high performers. Work needs to be varied and time should be available for
creative thinking and mastering new skills. The 95 provision of a coach or mentor signals that the organisation has a commitment to fast- tracking an individual's loo development.
Individuals do well in an environment where they can depend on good administrative support. 105 They will not want to feel that the success they are winning for the organisation is lost because of the inefficiency of no others or by weaknesses in support areas.
Above all, high performers - especially if they are young - want to 115 feel that the organisation they work for regards them as special. If they find that it is not interested in them as people but only as high- 120 performing commodities, it will hardly be surprising if their loyalty is minimal. On the other hand, if an organisation does invest in 125 its people, it is much more likely to win loyalty from them and to create a community of talent and high performance that will 130 worry competitors.
Prom the Financial Times
FINANCIAL TIMES