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普通高等教育秘书学系列规划教材大连理工大学出版社秘书英语总主编史玉峤姚怀山主编冯修文陈璇主审吕菊林WishingyouabrightfutureUnit2SpeakingModuleListeningModuleReadingModuleWritingModule2.42.12.22.3TranslatingModule2.5CultureModule2.6Topic1Howdotheyrecruit?You’dbetterstartbyintroducingyourselftothecandidateintheinterview.Givethecandidateahope.Don’tfailhimonthespot.Irecommendthatyoubrieflyexplainthedecision-makingprocess.Irecommendthatyoubrieflyexplainthedecision-makingprocess.Theintroductionhelpsthecandidatetosettledownandalsoshowsaprofessionalimage.Weareaskingquestionstogetinformationwewant.2.1SprskingModuleTaskOneWarming-upDirection:Fourorfivestudentsinateammakegroupdiscussionandthenmakepresentationwiththehelpofexpressionsgivenforreference.Thequestionsincludeeducation,qualifications,workexperience.Wedoourrecruitingthroughaspecialconsultingfirm.Wearegoingtoseehischaracter,hisabilitytoreact,hisintelligenceandhissuitabilityfortheposition.Itisimportantthatthecandidateiswellpresented,isneatandtidyandhasagoodmanner.Weaskthecandidatetotellusalittlebitaboutthecompanythatwe’reworkingfor.Wegivethemaperiodof5to10minutestoasksomequestions.ThenIgobacktohimandjustlethimtalkabouthimself.Whenheisfullyrelaxed,I’dputinoneortwotrickquestions.Thewholeprocesslastsabout45minutestoanhour.2.1SprskingModuleTaskOneWarming-upTopic2Talkabouttraining,internaltransfersandpromotionThecompanywillsendyoutoattendalanguagecourse.Everyyearoneneedstoattendthetrainingprogramdesignatedbythecompany.Trainingmayincludebusinessetiquette,management,presentationskills,negotiationskills.Theemployeesareusuallypromotedortransferredonthebasisofperformanceandmerit.Internaltransfersorinternalrecruitmentisgoodformotivation.Wealsotakeseniorityintoconsideration.I’vebeensentovertoauditourbranchinBritain.2.1SprskingModuleTaskOneWarming-upIusedtoworkasanaccountexecutivebuttransferredtobePersonnelManager.Benjaminjoinedthecompanyasanelectricalengineerbutswitchedsellingafterfouryears.Ifsomenewprojectneedspeople,wemayselectpeoplefromdifferentdepartments.MichaelisnowhelpingoutintheAuditingSection.Sometimesyouneedtowaitforsomeonetoretireandgethisjob.Beforebeingpromoted,yourworkingexperience,capabilityandcommunicationskillsareconsidered.You’vegotgoodcareerprospects.SomeoneevenhasbeeninvitedtojointheManagementBoardofthecompany.2.1SprskingModuleTaskOneWarming-upA:WithmetodayisPeterWilliamsfromKingstonUniversity.Welcome!Peter.B:Thankyou.A:Peter,recentlyyouhavejustlaunchedyournewbookentitledGettingoffontheRightFoot.Whydoyouentitleyourbookthat?Whatdoyoumeanbythat?B:Youknow,manycompaniesprovidesomesortofintroductorytrainingororientationfortheirnewemployees.Itmaytaketheformofanolderemployeeassignedtoshowthenewemployee“theropes”.OritmaybelefttotheHRDepartmentortheindividual’snewsupervisortoshowthemwherethecoffeepotisandhowtoapplyfortimeoff.SomecompaniesinhighlycompetitiveindustriesrecognizingthevalueinNewEmployeeOrientation(NEO)goesmuchfarther.2.1SprskingModuleTaskTwoPairWorkDirection:WorkwithyourpartneronthefollowingconversationTrainingIssues,usingitasguidewhenmakingupyourownconversation.A:Butthereisameasurablecosttothattraining,howdocompaniesconsideritsvalue?B:Thetechnologyintheworkplaceischangingveryrapidlyandcompaniesthatcan’tkeepupwilldropoutofcompetition.Letmeshowyousomeissuesandbackgroundfacts.AsurveybytheOntarioSkillsDevelopmentOfficefound63%oftherespondentsplannedtointroducenewtechnologyintotheworkplacethatwouldrequirestafftraining.However,theAmericanSocietyforTrainingandDevelopmentreportsthatlessthan$1500peremployeewasspentfortrainingin2010.Thelargestpart,49%ofthatwasspentfortechnicalandprofessionaltraining.Only2%wasspentforNewEmployeeOrientationand3%onquality,competitionandbusinesspracticestraining.PeoplehavereasonsnottodoNewEmployeeTraining.Yousee,evenatthelessthan$1500peryearfortraininganemployeethatwasreportedabove,itisstillacost.2.1SprskingModuleTaskTwoPairWorkForsomecompanies,especiallythosewithtraditionallyhighturnover,itcanbeamajorexpense.Ifyourprofitperemployeeislessthan$1500,itwouldbedifficulttoconvincetheshareholderthattrainingisjustified.Besides,weallknowitistheresponsibilityoftheschoolsystemtotrainpeopletobeworkers.Anditistheworker’sresponsibilitytolearnhowtodoajobsotheycangethired.2.1SprskingModuleTaskTwoPairWorkA:DespiteofsuchreasonsfornotdoingNewEmployeeTraining,whydoyouperceiveNewEmployeeTrainingnecessary?B:Notsurprisingly,allthereasonsnottotrainnewemployeesexceptcostitselfareactuallyreasonstodothattraining.Ifyouhavehighturnover,trainingnewemployeeswillmakethemmoreproductive.Theywillfeelbetteraboutthemselvesandthejob.Theywillstickaroundlonger.Thetraininganddevelopmentknowledge,attitudeandskillsofthestaffarefundamentaltothecontinuedefficientandprofitableperformance.Andifyoustillbelievethatourschoolsprovideadequatetrainingtomakestudentslaboringready,youarelivinginadreamworld.Yes,somejobseekersmaketheefforttolearnontheirowntheskillsneededforanewjob,butmostgetthattrainingonthejob.2.1SprskingModuleTaskTwoPairWorkA:YoumadeaninterestingproposalthathasarousedmanyHRmanagers’attention.Canyoumakeafurtherexplanati