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I. . .
Retaining good staff
An organizations capacity to identify, attract and retain high-quality, high -performing people who can develop winning strategies has become decisive in ensuring competitive advantage. High performers are easier to define than to find. They are people with limitless energy and enthusiasm. They are full of ideas and get things done quickly and effectively. They inspire others not just by pep talks but also through the sheer force of their example. Such people can push their organizations to greater and greater heights. However, not all high performers are stolen, some are lost. High performers generally leave because organizations do not know how to keep them. Money remains an important motivator but organizations should not imagine that it is the only one that matters. In practice, high performers to take for granted that they will get a good financial package. They seek motivation from other sources.
High performers are very keen to develop their skills and their curriculum vitae. Offering time for regeneration is another crucial way for organizations to retain high performers. Work needs to be varied and time should available for creative thinking and mastering new skills. They will not want to feel that success they are winning for the organization is lost because of the inefficiency of others or by weaknesses in support areas. Above all, high performers especially if they are young want to feel that the organization they work for regards them as special. If they find that it is not interested in them as people but only as high performing commodities, their loyalty is minimal. On the other hand, if an organization does invest in its people, it is much more likely to win loyalty from them and create a community of talent and high performance that will worry competitors.
II. , :
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B)
C)
1) Work doesnt need to be varied.
2) High performers are very keen to develop their skills.
3) High performers are very ambitious people.
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III. .
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| 1. people who can develop winning strategies 2. enthusiasm 3. high performers 4. loyalty 5. organization 6. motivation 7. money remains an important motivator to work 8. regeneration 9. skill 10. competitor | a) a strong feeling of interest and enjoyment about something and eagernes to be involved in it b) creative people c) the quality of remaining faithful to principles, country etc d) high-performing people who can develop winning strategies e) eagerness and willingness to do something without needing to be told or forced to do it f) an ability to do something well, especially because you have learned and practised it g) a group such as a business that has formed for a particular purpose h) a person, team, company etc that is competing with another i) making something develop and grow strong j) we all go to work to earn money |
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IV. .
a) Winning success
b) Identifying high performers
c) Motivating high-calibre staff
V. . ( ) . .
a) Hi Ann. How are you?
b) Hello Bob, nice to meet you.
c) Fine, thanks. I havent seen you for ages. Hows everything going?
d)) Thats good.
e) Pretty well at the moment. I got promoted last year, so Im now head
of data processing. Im in charge of about thirty people.
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VI. . ( ) . .
a) Dear Mr A Fountain,
b) 6 Lakeside Road
(1) Alton,
UK
5th March
Customer number: AF2789
Tel: mob 07790 74820
c) I am writing to complain about the computer that I bought from your
company last week. I am unhappy with the computer. Id like you to send
one of your technicians to my house as soon as possible to fix it. I hope to hear from you in the near future, and can be contacted at any time on the mobile number above.
d) Mr A Fountain
Springbourne Technologies
Unit 7, Riverside Business Park
Wilham
e) Yours sincerely
Chris Brown
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Job Ads
Checking out job advertisements is popular with executives worldwide. But though the activity is universal, is the same true of the advertisements? Are executive positions in different countries advertised in the same way? First, what UK job seekers consider an essential piece of information what the post pays is absent from French and German adverts. Most British advertisements mention not only salary, but also other material incentives including a car and fringe benefits. French or German advertisements rarely refer to these. The attention given to rewards in the UK indicates the importance of the job and its responsibility. In France and Germany, that information is given by the level of experience and qualifications demanded. Salary can be assumed to correspond with this.
If French and German adverts are vague about material rewards, they are precise about qualifications. They usually demand a degree in.., not simply a degree. In Germany, for example, a technical director for a machine tool company will be expected to have a Dipl.-ing. degree in Mechanical Engineering.
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French advertisements go further. They may specify not just the type of grande ecole degree, but sometimes a particular set of institutions.
All this contrasts with the vague call for graduates (or graduate prefered) which is found in the UK. British companies often give the impression that they have a particular type of applicant in mind, but are not sure about the supply and will consider others. Their wording suggests hope and uncertainty.
In the UK qualifications beyond degree level make employers nervous, but in France or Germany it is difficult to be overqualified.
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B)
c)
1. Job advertisements are the same in different countries.
2. Job advertisements differ in three European countries.
3. Job advertisements differ in Europe and the US.
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