Cambridge English For Human Resourses 1 [PDF]

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2 Linking business and HR strategies Developing an HR strategy Writing up the HR strategy

3

Linking business and HR strategies A strategy sets out the larger and longer-term plans of an organisation. In many organisations, HR has its own strategic plan. 1

3

In pairs, discuss the following questions. 1 What subjects would you expect to find in a corporate strategy document? 2 What subjects would you expect to see in an HR strategy document? 3 Why is it important to link the HR strategy to the corporate business plan? Maracuja is an international fashion designer based in Lisbon. The business is vertically integrated, meaning that it controls all aspects of the business from the design and manufacture of the clothes to retail and marketing.

b ► 1.1 Listen to a conversation between the HR Director, Laura Carvalho, and her Organisational Development Manager, Chris Ellis, and answer the following questions. 1 Why does Maracuja need to review its HR strategy? 2 Which part of the strategy do Laura and Chris agree will be the most important to review? 3 How is the management board currently changing the business? 4 What does Laura ask Chris to investigate for the HR Department?

2 a

Read the notes Chris has made on M aracuja’s corporate strategy. Use the glossary (pages 1 2 2 -1 2 7 ) to check the meaning of the highlighted words. In pairs, discuss which issues you think will be most im portant for the HR strategy.

®

Balance, -the. needs o f a ll sfak.tholde.rS

® G a in a io p te n p o s it io n in E uropean b o o j J ones s u s ta in a b ility ra n k in g

® E s ta b lis h r t f a i l - fo o tp r in ts in MoScoco a n d S ydney ® d e v e lo p o n li n t sh o p p in g - f a c ilit ie s ®

C loS t B raga -fa c to ry

® O p tn ntco g r e e n f ie ld p r o d u c t io n p la n t in E vora ® C re a te a ' b t s t in cla ss' a p p ro a ch to kno ooltdg e

HR can use a number of different approaches when creating a strategy. Match the approaches (1 -8 ) to their main characteristics (a-h).

management ® k t t r a c t h ig h e s t Q lity d etss ig n e rs th r o u g q uuaalify c o m p e titiv e re m u n e ra tio n packages

personnel

a

a paperless HR function in which technology is used to offer self-service HR

outsourced HR ^

b

the responsibility for many HR activities is given directly to managers in other departments

business partner

c

HR is seen as part of an overall quality management system

d

HR people act as advisors and project-based experts

e

the focus is placed on providing traditional, transactional HR functions such as payroll, and recruitment and selection

continuous improvement &

f

all (or most) of the HR functions are provided externally

devolved HR 5'

g h

tu

performance management a V

e-HR

V

consultancy ^

HR encourages a performance culture by measuring results and building skills the focus is less on traditional HR functions (e.g. payroll) and more on playing an influential and strategic role

Look at the strategic corporate objectives in Exercise 2a. Which of the approaches to HR strategy in Exercise 2b would be most appropriate? Why?

3 a

Chris is preparing a summary of the advantages and disadvantages of four approaches to strategic HR. Read the inform ation in this extract and then complete the headings (a-d) with the correct approach (1 -8 in Exercise 2b). № Advantages

Disadvantages

Advantages

Disadvantages

♦ Strong m anagem ent o f

♦ Lim ited influence

♦ HR plays an active role in

♦ May reduce involvem ent

central function ♦ Easy to manage and operate

♦ HR may be seen as selfserving bureaucracy ♦ (2 ) -----------------------------

- (1) ___________

strategy

w ith m ajority o f

♦ Participates in change m anagem ent

workforce ♦ Added value may be hard to quantify

♦ (3 )----------------------------

- (4).

-/c l/t

$

Advantages

Disadvantages

Advantages

Disadvantages

♦ Creates greater

♦ Performance culture

+ Increased perception

-*• To work, the organisation

ownership am ong

needs to have high

o f HR as being business

managers

level support to work

focused

♦ HR plays an im p orta n t role in developing performance m anagem ent systems

- (5) _____________

♦ There is a possibility o f em ployee resistance

- (6) -----------------------

♦ HR provides quality

needs a total quality m anagem ent culture ♦ May spend to o much

m anagem ent tools for

tim e measuring and

managers

reporting

* (7 )---------------------------

b Complete the extract from Chris’s summary in Exercise 3a by matching the following advantages and disadvantages (a-h) to the points (1 -8 ) in the table. If results become the main focus of the culture, employee development and motivation may become weak b HR may be perceived as an administrative cost only c HR may participate in interdepartmental quality circles d HR staff may lack the skills to perform a strategic role e HR’s influence and presence are increased f May lose sight of the ‘human’ aspect of HR g Organisational focus is shifted from effort and input to output and results h People understand what HR does a

C ► 1.2 Chris is presenting the results of his investigation to Laura and other colleagues in the HR Department. Listen and decide if the following statements are true (T) or false (F). 1 Laura thanks the HR Department for their hard work. 2 The first approach Chris discusses is a traditional model of HR. 3 Chris agrees that HR does not have a strategic role in the personnel approach. 4 According to Chris, HR’s main role in a performance management approach is to support managers. 5 Everyone agrees that a performance management approach is the best option.

d Read the extracts from the meeting (a-h) and say which of the phrases in bold are used to: 1 2 3 4

express mild agreement express strong agreement signal that the speaker is moving on to a new topic soften a disagreement

a b c d e f g h

Well, as you know, I’ve been ... Right, I’ve looked at a number o f ... Exactly. It’s clearly not the m o s t... There’s no doubt th a t these services ... But really, Chris, if you don’t mind me saying ... Yes, I’m inclined to agree with you. Certainly, o u r ... Good, th a t sounds more like it. Hm, I’m not convinced. I still think ...

Work in small groups. Take turns to present the advantages and disadvantages of a strategic approach to HR for your organisation or an organisation you know well. Try to use the phrases in Exercise 3d.

Unit 1 HR strategy

Developing an HR strategy Laura has decided to adopt the business partner model and is developing the HR strategy document.

5 a

Complete the document headings (1 - 6 } with the words and phrases in the box. Context HR vision and mission Implementation and monitoring Introduction Key deliverables Purpose

b Is the language in the document more formal and impersonal or more informal and friendly?

M

a

r a

c u

jd

j

HR strategy docum ent

(D The aim o f the HR strategy is to support and enhance the corporate strategy by realising key deliverables through HR services and actions. (2) The new strategy exists within a framework of the company's rapid

fv

expansion. (3} To work in partnership to provide you with HR excellence. (4) The strategy comprises four key elements: ♦ Service delivery ♦ Employee comm itm ent ♦ Change ♦ Strategic actions

C Read the document again and find the singular or plural noun(s) from:

6

3

•

the verbs: act aim come out deliver expand introduce

•

the adjectives: effective excellent

Read the following questions. In pairs, say which four questions you think a good introduction should answer, and why. Then read the beginning o f Laura’s introduction on the right to check your answers.

(S) This section outlines the measurable outcomes that the strategy will produce. (6) The effectiveness o f the introduction and impact o f the strategy will be thoroughly assessed by HR, the management board and the cross­ functional team.

j

The aim o f th e HR strategy is to support and enhance the corporate strategy by realising key deliverables th rough HR services and actions.The strategy has been developed in consultation w ith senior m anagem ent and staff and takes account o f lessons learnt from strategic planning in the past. As a global company, it is im p orta n t th a t w e connect all aspects o f

the business w h ilst retaining the 1 How will the HR strategy help market changes. the corporate strategy? 2 Who has written the HR strategy? 3 How long did it take to write? 4 What factors does the strategy take into account? 5 Why is it important to connect different parts of the business? 6 What does the management board think about the HR strategy?

ability to respond guickly to

Unit 1 HR strategy

9

Read the firs t d ra ft of part of the Context section of Laura’s strategy document. Then read the revised version in the second draft. What changes has she made to the second sentence? Why?

1St Draft:

2nd Draft: The

The new strategy exists w ith in a fram ew ork o f the company's

new strategy exists w ith in

a fram ework o f the company's

rapid expansion. Global econom ic

rapid expansion. Change has been

g ro w th w ith in th e clothing sector,

driven by global econom ic grow th

and the modernisation initiative

w ith in the clothing sector and the

w hich the m anagem ent board

m odernisation initiative w hich was

created, have driven change.

created by the m anagem ent board.

Rewrite the last two sentences in the Context section below, using the passive voice of the verbs and making any other necessary changes. Then compare your sentences with the key on page 109.

W hilst w e anticipate some potential constraints, w e expect th a t w e w ill achieve the company's change program m e.This w ill result in us closing the Braga factory and relocating th e m anufacturing operation to Evora.

Use the glossary (pages 1 2 2 -1 2 7 } or a dictionary to check the meanings o f the words and phrases in the box. Then use the words and phrases to complete the four extracts o f the HR strategy document below. business partner consultancy flexible working human capital management human resource profile internal customers succession pLanning transition

Service delivery It is HR's intention to support a range o f services th a t m eet the needs o f (1 ) (2 )

This w ill be achieved by ensuring that the meets the business's needs and th a t recruitm ent processes

maximise Maracuja's ability to attract high guality candidates.

Employee com m itm ent The strategy sets o u t our co m m itm e n t to (3 )_________________________________ As well as fostering a learning environm ent, a structured (4 )________________________________ system w ill be introduced as part o f our career developm ent programme.

Change HR w ill lead the com pany and employees through (5 )________________________________ and relocation. We w ill provide (6 )________________________________ practices to support managers and employees w ith families during the period o f change.

Strategic actions The HR Departm ent w ill play a full and active role in supporting and helping to develop strategy. We will extend our role as a (7 )________________________________ through increased strategic participation and by extending our (8 )________________________________ and advisory services.

Unit 1 HR strategy

Plan the outline of an HR strategy document fo r your organisation or an organisation you know well. Then choose one of the sections to w rite up. Use the approaches and language you have studied in this section to help you.

Writing up the HR strategy The strategy document contains a section on key deliverables. In pairs, discuss the following questions. 1 Why does a strategy need deliverable outcomes? 2 What sort of key deliverables would you expect to find? 3 What ways of measuring outcomes could be used? Read the extract below from Maracuja’s HR strategy document and find highlighted words or phrases which have a similar meaning to the following definitions. 1 2 3 4 5 6 7 8

a formal phrase which means together with an investigation which finds out whether or not it is possible to do something a review of what the staff in an organisation can do something that is produced the practice of paying a company in another country to provide a service to do something in the best way possible organised and completed the way in which something is used

Delivery element: Resourcing Outcome

Outputs

Responsibility/to be carried out by

The workforce

♦ Analytical report w ith recom m endation o f

♦ HR director

profile fully aligned w ith current and future corporate needs.

workforce profile to be produced by end o f calendar year. ♦ New resourcing plan to be w ritte n by end o f

♦ HR

financial year. ♦ Equality survey to be conducted and

♦ External consultants

published annually. Employee

♦ Analyse current labour costs and produce

utilisation

report to achieve 10% savings w ith in tw o

maximised to optim ise efficiency o f labour co s ts / productivity ratio.

♦ HR

years. ♦ Conduct skills audit o f current staff to identify

♦ Line managers

under-utilised staff and skills shortages. ♦ Carry o u t offshoring feasibility study o f India and China.

♦ HR in conjunction w ith Global Strategy Manager

Unit 1 HR strategy

11

a The strategy document should conclude with an implementation and monitoring plan, which explains how the strategy will be introduced to the company. In pairs, discuss which factors and groups of people you think should be included in an implementation and monitoring plan. Factors Accountabilities Deadlines Desired outcomes Key indicators Performance targets Revenue

Goals Seasonal variations

People Accounts Department All employees Consultants Customers Employee development group HR Department Line managers Management board Shareholders

b ► u Listen to the beginning of a meeting of the HR Department and say which four factors and which four groups of people they mention. C ^1.3 Listen again. Are the following statements true (T) or false (F)? 1 The purpose of the meeting is for Laura to explain her ideas to the department. 2 HR managers will approve the implementation plan. 3 The group decides not to include key indicators in the plan. 4 The group would like to include both managers and employees in the plan. 5 The group will only discuss the plan with the board after it is finished.

d The meeting includes several examples of proposals and counterproposals. Match the beginnings of the extracts (1 -6 ) to the endings (a-f). 1 2 3 4 5 6

That's true, but it's not j u s t ------------------------------- " - x a I think, like the deliverables section, we should build ) b Maybe we can / c As long as it doesn't get ^d So why not just include e Good idea, but let's not forget f

some straightforward accountabilities and deadlines? too complicated. the management board. about appearances. use both. a matrix with a number of components.

e

Look at the phrases in bold in each extract. Which are used to make a proposal? Which are used to make a counterproposal or qualified agreement?

a

Read the extract on the opposite page from Laura’s completed implementation and m onitoring plan and decide if the following statements are true (T) or false (F). Ignore the gaps fo r now. 1 HR only will be responsible for measuring the success of the HR strategy. 2 The success of every objective will be measured through a specific action or event. 3 HR promises to find new employees for positions in eight weeks or less. 4 The employee review scheme will be completed by the end of Q4. 5 The strategy may cause problems for employees with young children.

b ► m Laura is presenting the HR strategy to the board. Complete the missing inform ation from the implementation and monitoring plan (1 -8 ) using the words in the box. Then listen and check your answers. 100%

8%

80%

Unit 1 HR strategy

attitude

framework

ongoing

open

profile

Im plementation and m onitoring The effectiveness o f the introduction and im pact o f the strategy w ill be tho ro u g h ly assessed by HR, the m anagem ent board and th e cross-function employee developm ent team. This w ill be achieved by using th e m onitoring process below, w hich identifies how success w ill be demonstrated and sets milestones for each goal.

Goal: To recruit and retain a skilled workforce Outcome

Indicators

Outputs

Responsibility

Deadline

Employee skills

♦ Duration o f

♦ Vacancies are filled

H R /L in e

By end o fQ 2

and workforce

0) vacancies

capacity fully m eet the

+ Labour turnover

needs o f the business.

♦ Skills—supply

Learning

♦ Competence

m eet the developm ent needs o f the

H R /L in e

By end o fQ 4

managers

♦ Full com pany-w ide skills audit.

H R / Line

By end o f Q2

managers

♦ A com pany-wide process defines skills and

(3)

managers

tw o months. ♦ Labour turnover reduced to (2)

dem and match

processes

w ith in a m axim um o f

H R /L in e

Develop over the

managers

next 12 m onths

performance standards. ♦ Employee review scheme

company.

♦ The ER scheme has

HR /L in e

Current and

(4)

m an a g e rs/

ongoing

employee coverage and

Directors

produces measurable learning objectives.

Goal: To support ethical working practices The business

♦ Policy docum ents

supports

HR

Current

HR /External

Carried o u t annually

docum ents provide

fam ily friendly policies.

♦ Family friendly policy evidence.

♦ Employee

♦ At least

fS)

(6)

nf

surveys

the workforce say the

consultancy

com pany has flexible, fam ily friendly working hours. The business

♦ Equality survey

♦ Regular surveys are

upholds and

conducted to check

promotes

equality o f o p p o rtu n ity

equality.

HR

Carried o u t annually

HR

(8)

in th e workplace. ♦ Employee statistics'

♦ The employee (7)

m onitoring

is

socially representative and variations are rectified.

Work in groups. Plan and w rite an implementation and monitoring plan like the one above. Then take turns to present your plan to the group.

Unit 1 HR strategy

13

UNIT 2 Researching a resourcing plan Producing a resourcing plan Solving resourcing problems

Researching a resourcing plan Companies use a variety of ways to find employees to meet their resourcing needs. Match the resourcing methods (1 -8 ) to their definitions (a-h). 1

succession p la n n in g ---------------------- ^

a

asking company employees to find new employees

2

headhunting and recruitment agencies [

b

websites where job offers are posted

3

outsourcing supply

c

preparing managers for senior positions before the job becomes available

4

internal transfer or promotion

d

visits to universities by companies to attract new candidates

5

local print media

e

organisations that specialise in advertising and filling job vacancies

6

job search sites

f

getting part of the company's activity delivered by another organisation

7

employee recommendation

g

newspapers and magazines distributed near the workplace

8

graduate job fair

h

filling vacancies with people already employed by the company

In pairs, discuss the following questions about the resourcing methods (1 -8 ) above. 1 Which methods: a attract new employees? b have a company activity delivered by an outside organisation? c meet resourcing needs using the existing workforce? 2 Which methods would you use for sourcing the following jobs? company director

delivery driver

market researcher

nurse

Services can be delivered ‘in-house’ or they can be outsourced, that is, an outside company can be paid to provide the services. In pairs, discuss the following questions. 1 Which types of job are most and least suited to being delivered from outside the company? Why? 2 What are the potential benefits and risks to a company of outsourcing? Unit 2 Employee resourcing and talent management

Hoffmann-Strenge is a German based, luxury car components manufacturer. The main factory, in Karlsruhe, is experiencing current marHet uncertainty which has led it to reconsider its resourcing strategy. in pairs, answer the following questions. 1 Why might a company want to reduce its workforce? 2 Why might a company have difficulty attracting graduates? b ► 2.1 Hans Myer, Managing Director, and Colin Jones, HR Manager, are discussing company resourcing issues. Listen to part of their discussion and decide if the following statements are true (T) or false (F). 1 Over the last six months, wages have increased. 2 Colin thinks redundancies are the best long-term strategy. 3 Colin needs future sales data to form a resourcing plan. 4 Colin does not support innovation. 5 According to Colin, some graduates may think car components are boring. 6 Colin asks Hans for more than two weeks to prepare a resourcing plan. Colin decides to create a current employee profile. This is a document which contains key data about each current employee and can be used to inform the resourcing plan. Complete the section headings (A-D ) in the current employee profile with the words and phrases in the box. Contextual resourcing factors

(i) --gender

Demographics

Employee data

full-tim e employee (2 ) --------employee ( 3 ) -----------------------

Employment relationship

job title (4)salary department position in organisation

(7 ) (8 ) market conditions

(5 ) key position holder (6 )

d

Match the words and phrases in the box to the points (1-8) in the profile above. age development investment in employee labour supply and demand labour turnover length of service part-time temporary contract worker total benefits package

e Which data in column C present employees as an asset? Which present them as a business cost?

Unit 2 Employee resourcing and talent management

15

Resourcing noix -_give Colin breakdown of: • FT and FT workers • job categories:

1 Is Chantal surprised by plans to review the company’s resourcing strategy? 2 What types of employee do they decide to include in the profile? 3 What does Chantal suggest doing to make the review seem more positive? 4 What does Colin want to discuss with the Sales and Marketing Department?

( l ) ---------------------------- and otWer fixed-term contracts Payroll - _get figures for: • to ta l wage bill • ( s j __________________ o f ( 3 ) ___________________ Problem: • labour (H )---------------------------- lotu so natural ( 5 ) ---------------------------- not realistic 5olution: • ( & ---------------------------- ? - No! - wage bill stays same Resourcing plan - arguments to management:

► 2.2 Listen again and complete Chantal’s notes from the meeting. Use one word in each gap-

• investment in training s t a f f = fewer (? ) __________________ = fewer (& )___________________ • _get info, on (tf)__________________ management: development and ( l 0 ) __________________

In small groups, discuss the following questions. 1 What are the consequences of underestimating the demand for employees? 2 What are the consequences of overestimating the demand for employees? 3 How could sales figures help to inform the resourcing plan? ^2,3 Colin is meeting Manuela from the Sales and M arketing Department to discuss market conditions. Listen to part o f their meeting and answer the following questions. 1 2 3 4

Why is Colin reviewing his resourcing plan? Why does Manuela think sales will improve? What problems are being caused by falling sales? What problem does Manuela think cutting staff would cause?

Match the phrases from the conversation (1 -8 ) to their functions (a-h). I wouldn't like to say

^

to look at it another way

) b

say to put it simply

a

I1 c /

give the reason for a decision introduce a suggestion or an example express surprise

d

ask if something is true (or not)

in view of

e

avoid answering directly

is it fair to say

f

check understanding

Really?

g h

summarise the main point of an idea or argument

you mean

propose an alternative suggestion or point of view

Unit 2 Employee resourcing and talent management

i m r r p f l c o f l o n n o n n n n n n n n n D i i

► 2.2 Colin is in a meeting with the Remuneration Manager, Chantal Dubois. Listen to part o f the ir meeting and answer the following questions.

1 ^2.3 Use the phrases (1 -8 ) in Exercise 4c to complete the following extracts. Then listen again and check your answers. a _________________________failing sales, we’re reviewing our human resourcing plan. b _________________________, things are improving, but we won’t be back to normal fo r,_________________________ , another six months? c So, in your opinion,_________________________ that it makes sense to maintain the same staffing and production levels? d ----------------------------------------From a sales perspective, probably yes, but I know the drop in sales is causing problems for warehousing. e -------------------------------------- I’ll have to talk to Max about that. What’s the problem? f _________________________, if we are producing more than we are selling, then we are stockpiling. g O K,-------------------------------------- , what if we did cut staff and production to clear the stock? In pairs, create a current employee profile similar to the one in Exercise 2c for the organisation you work for or an organisation you know well. Then decide which (if any) of the issues discussed by Colin and Chantal in Exercises 3a and 3b might affect a resourcing plan for the organisation.

Producing a resourcing plan in pairs, look at the flowchart and discuss the following questions. 1 What does the flowchart show? 2 Who might use this flowchart? Why?

Unit 2 Employee resourcing and talent management

b Each stage o f the process (1 - 9 } is designed to answer a question. Complete the following questions using the flowchart in Exercise 6a and the words and phrases in the box. a shortage of coming years effectiveness enough of external factors improve need objectives (x2) plan into practice shortage problems when workforce

1 2a 2b 3 4a

What are our business_________________________? W hat_________________________might affect these? Do we need to change our business_________________________as a result? Does th e _________________________we have now meet our current needs? Is there a difference between the workers we have and the workers we

_________________ ? 4b How will we solve any_________________________in our current workforce? 4c What are we going to do to make sure we have_________________________ the right people? 5a What will the workforce requirements be in th e _________________________? 5b Will we have_________________________the right people in the future? 6 What do we need to do a n d _________________________ ? 7 How will we put o u r_________________________? 8 How will we measure th e _________________________of our plan? 9 Does our plan give us the information we need t o _________________________ the business? 7

a

Szopalot is a Central European supermarket chain specialising in low-cost products. Read the resourcing plan for the company on the opposite page and answer the following questions. 1 Why is Szopalot’s business not badly affected by economic recession? 2 Why is wage inflation a worry? 3 Does Szopalot have enough workers to meet current demand? 4 What problem does a high labour turnover in shops cause? 5 What possible solutions are proposed? 6 Why is it expected that staffing new shops will be easy? 7 How frequently will the plan be reviewed?

18

Unit 2 Employee resourcing and talent management

SZOPALOT

Resourcing Plan Strategy • To be the market leader in the low-cost food shopping sector in Czech Republic, Slovakia and Poland. • To provide a limited range of good value, high quality products. • To achieve this through aggressive pricing campaigns and imaginative marketing and promotion.

Proposals fo r resolving current resourcing issues Consideration could be given to raising wages above competitor rates. The standard of store management and hygiene factors (issues relating to working conditions) should be investigated. Future needs The company’s planned expansion into ten more towns plus entry into the Hungarian market next year mean that Environm ental scanning the workforce will increase by 31% in the next three years. The business favours depressed economic Future supply conditions as this encourages people to buy It is anticipated that because of the unskilled and semi­ cheaper products. Conversely, national wage skilled nature of shop work, the existing labour pool inflation could raise costs and damage profit within the countries of operation will be sufficient to margins. However, the current 10% unemployment meet labour demands, although managerial positions rate produces a sufficient labour supply. could be harder to fill. Strategy review A ction plan The current economic circumstances do not 1) Identify the reasons for high labour turnover in require the strategy to be adjusted. shops and aim to solve the problem by bringing Current w orkforce profile down to the company average of 7%. Szopalot currently employs 1,265 people spread 2) Phase the opening of new stores at the rate of one over 42 stores, warehousing, distribution and per month, employing approximately 30 people per head office. 70% of the workforce are part-time month, mostly on part-time, shift pattern contracts. shop workers. Im plem entation plan Current w orkforce needs 1) Conduct exit interviews, employee attitude surveys The current workforce need is for: and store visits by HR to gather data. • 1,136 store workers 2) Use targeted local media campaigns to advertise store openings and create a touring ‘recruitment • 72 warehouse and distribution staff bus’ to interview potential employees. • 57 head office staff*. M onitoring and review *A full breakdown is available in appendix 1. The plan will be reviewed quarterly to measure Current labour surplus or shortfall effectiveness and make any necessary adjustments. There are no current labour surpluses or Strategic feedback shortages. However, high labour turnover in shops (25%) leads to temporary problems while Management will be informed of any circumstances posts remain unfilled. which may have a strategic impact. Look at the notes th a t Agnieszka, Szopalot’s HR Manager, used when preparing the resourcing plan. Find a more formal phrase in the plan which means the same as the more inform al phrases underlined in her notes. ® I)ue. to high unemployment, (/) 6oe. Ve. g o t e-nough people to me,e,t our ne.eds. ® (2) There's no ne.e.td to cltange. o u r strateg y as a re.Su/t p-f the, state, o f the, economy. ® (3) The. manage.me.nt /n ig h t ojant to th in k about o f-F tring more. money. ® (^) UJe, really need to look in to store. management and hygiene. ® (5) UJe, pre -d iet there. coilI be. no problem meeting labour demand in Hungary. ® (6) L e t manage.me.nt knooj about any changes g-Ffecting strategy.

Using the model above, w rite a resourcing plan fo r your organisation or an organisation you know well. Unit 2 Employee resourcing and talent management

19

Solving resourcing problems A range of factors influences talent management and the resourcing plan. Match the term s (1 -8 ) to their definitions (a-h). 1

skills shortage ------------

2

high trainee turnover

N. \

a

moving an activity of the business to another country

b

revising the resourcing plan at the end of the year to take account of unpredicted changes

3

high labour turnover

c

limited chances for people to progress within the company

4

voluntary redundancies

d

the abilities of the workforce are lower than needed

5

annual adjustment

e

moving employees to other jobs and departments within the company

6

shortage of promotion opportunities

f

many employees leaving before completing a study period paid for by the company

7

offshoring

g

employees being given the choice to leave i f they wish, with a compensation payment

8

redeployment

h

a large number of people leaving each year as a proportion of the total workforce

Use the factors from Exercise 9a to complete the following likely cause and effect relationships. 1 2 3 4

Restructuring a department could lead t o __________________________ Low labour turnover could result in a __________________________ Very stressful work could result in __________________________ Inability to attract sufficient qualified or experienced people could result in a __________________________ 5 Variations from market or workforce assumptions would require an 6

More employees than required could result in a company offering

7

No penalties for leaving before qualifying could account for a

8 A cheaper overseas labour force may lead a company to consider

►2.4 Colin is presenting the findings from his resourcing plan to Hans. Listen to an extract from Colin’s presentation and answer the following questions. 1 Why does Colin believe having a low labour turnover will not be a problem? 2 What key fact is shown in Colin’s ‘Figure 2’? 3 What evidence does Colin have that sales will improve in the next financial year? Colin is going to present Hans with three scenarios (A-C). Before listening to the next part of the presentation, say which scenario represents the best, the medium and the worst case. A reduce capacity by closing a production line B continue the current output C repair equipment and redeploy staff

Unit 2 Employee resourcing and talent management

C ^2.5 Listen to the second part of Colin’s presentation and choose the correct answers. 1 2 3 4

Scenario A is likely to happen / unlikely, but could happen According to Colin, scenario B is optimistic / pessimistic. Scenario C expects things will improve / will not improve. Hans agrees / disagrees with Colin’s conclusion.

d ^2.5 Colin uses a number of common HR and business collocations. Complete the collocations (1 - 8 ) with the words in the box. Then listen again and check your answers. circles flow functional improvement indicators plan programme redundancy

1 2 3 4 5 6 7 8 1

cash contingency continuous cross economic quality redundancy voluntary

___________________ ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ ___________________

3 There are many specific terms in HR which colleagues from other departments may not understand. It is useful in meetings and presentations to be able to paraphrase (explain the meaning of a specific term) using everyday language. Match the following terms (1 -8 ) to their paraphrases (a-h). 1

over-resourced —

a

tha t is, the number of people leaving and joining the company as a percentage of the total workforce

b

for example, creating a project team to improve quality

\ 2

pay (sby) off

3

short-time working

4

labour turnover

d

what this means is, finding experts who can give advice about our products

5

redeploy

e

you know, where a number of different departments are involved

6

product mentors

f

simply put, using people to do something different

7

cross-functional

g

or to put i t another way, work fewer hours than normal

8

quality circle

h

in other words, make redundancy payments

\

V c

what I mean is, having more employees than we actually need

b In his presentation, Colin paraphrases some of the HR terms he uses. Look at Audioscript 2.5 on pages 9 5 -9 6 and answer the following questions. 1 Which four HR terms from Exercise 11 a (1 -8 ) does Colin paraphrase? 2 Which four phrases in bold (a-h) does Colin use to introduce each paraphrase? Using your resourcing plan from Exercise 8, plan and prepare a presentation to the supervisory board of the organisation. When presenting, use the language you studied in this section to help you. When not presenting, role play being a board member and ask appropriate questions to the presenter.

Unit 2 Employee resourcing and talent management

21

UNIT 3 • • • •

Defining job requirements Identifying suitable candidates Conducting interviews Choosing the right candidate

Defining job requirements In small groups, discuss the following questions. 1 What methods could you use to recruit from a global market? 2 What are the advantages and disadvantages of recruiting globally? Moscotel is a multinational telecommunications company based in Moscow. Due to their success in the Russian market, they are now looking to expand from mobile phone networks into cable TV provision and are looking for a project manager to lead the international operation.

2 a

► 3.1 Kate Palmer, a Regional Director at Moscotel, has invited the HR Manager, D m itri Andreevich Novikin, to a meeting about recruiting fo r the new project manager position. Listen to the first part of the meeting and answer the following questions. 1 Why does Dmitri suggest recruiting locally? 2 What does Kate mean by ‘Moscow’s a big city, but it’s a small world’? 3 What disadvantages of recruiting globally does Dmitri mention to Kate?

b ^3.1 Listen again and complete the missing words. 1 We’re looking for a h_______________ c__________ person to lead the operation. 2 Of course, and I think you want to a_____________ . quickly? I really don’t want our competitors knowing about this a_ i understand, but we could use a h_______________ a__ That would be more d________________ 5 But you did a pretty good job on my r_______________ 6 OK, I’ll b_______________ the a____________ . but 7 Maybe we could start with the j_ and P— then move on ... 22

Unit 3 Recruitment and selection

► s.2 Listen to the next part of the meeting, in which Kate and Dm itri discuss the job profile. Choose the correct words to complete the job profile data. 1 2 3 4

The Project Manager will lead a team of around 1 5 /5 0 employees. The Project Manager will report to the Marketing / Regional Director. In the first year, gaining market share / profit will be important. Networking is more important than / not as important as negotiating. 5 The job is essentially about leadership / sales. ' Z O z M a rk e t share. -firs t

Companies often use a job profile to build accurate job descriptions. Complete the following tem plate with the phrases on D m itri’s notepad.

m

S

year

f t d e ^lo p cabk i V p ro J m

® 'Regional b,re.ci0r

JOB PROFILE Job title

Cable. TV P ro je c t Manager

Date created/updated

M«y io n

igeo

® t r i o . i t b ra n d id u it ,

?V:

’ Create. bU5

"ie.ss a n d t~ion p /cans

Responsible to Responsible for Purpose

dZfjT »***>

Key duties

• Negotiate c lie n t contracts

J

Results criteria Relationships

L ia is o n and re g u la r p rogress re p o rts / key d ir e c to r s

Resources

F u ll a d m in is tra tiv e S upport

Conditions

C ity c e n tre based, So/ne home o jo rk in g

Car, -fully expensed Location

Moscow

Look at the following data (1 -7 ) fo r profiles of different jobs. Where would you w rite the data in the job profile template? Can you say what kind of job the data might be for? 1 2 3 4 5 6 7

Carry out building inspections to ensure they meet with legal regulations Berlin To manage the company’s finances Private office at company headquarters Make sales calls and demonstrate products 95% on-time delivery of all stock items Regular meetings with production manager

Unit 3 Recruitment and selection

23

4 a

► 3.3 Kate and D m itri move on to discuss the person specification. Complete the tem plate below with the words and phrases in the box. Then listen and check your answers. English marketing negotiation PR presentation psychometric

new product development qualifications Russian

phone networks

PERSON SPECIFICATION Job title

Cable TV Project Manager

Date created/updated

01-05-11

Factor

Essential

Desirable

How assessed

Education, training and (1)

► MBA

► (2) / telecom qualification

» check certificates

Experience

» (3) ► minimum 3 years in telecoms sector

t> 5 years + in telecoms sector

• interview

* (4)

15 project management

* (6)

* (7)

Skills and competences

* (5) * leadership

Psychometric characteristics

6 mental toughness 6 good judgement

* creativity 9 imagination

► (8) testing

Other

6 languages: fluent (9)

c languages: fluent (10)

» interview * presentation

^3.3 Kate uses a number o f phrases to identify requirements as essential or desirable fo r Dm itri. Complete the extracts (1 -6 } below using the words and phrases in the box. Then listen again and check your answers. ideally I'd settle for takes priority that would certainly be useful they must have they should have useful but not critical we really expect to see would be a bonus

1

. an MBA, but marketing or telecom-specific qualifications.

2

want someone who’s managed a similar project. 3 Working with phone networks would be . 4 . at least five years’ experience in a telecomsrelated sector, although. ______________________ three if other factors were outstanding. . a strong list of competences. ., but seeing that we’re looking at a global market and not for a Russian specialist, then English .

5 a

b

24

D m itri mentions ‘personality tra its ’ during the discussion. In pairs, think of some examples of personality traits. Then complete the additional tasks on page 86. In pairs, create a job profile and a person specification fo r a position you know well or a position you would like to recruit fo r in the future.

Unit 3 Recruitment and selection

Identifying suitable candidates 6

3

D m itri is sending an email to M aria Smith of the Sinclair Headhunting Agency. Read the email and choose up to ten key words and phrases which best summarise what D m itri is looking for. In pairs, compare the words and phrases in your lists and discuss any differences. Dear Maria, We are looking to make a new, high-level appointment and I am inviting you to source candidates on our behalf. We are happy to consider people from anywhere in the world as a Russian background is not essential. Specifically, we are seeking: a creative individual with experience of working in international sales and knowledge of the telecoms market an ambitious professional with extensive knowledge of the telecoms industry a persuasive communicator with the ability to gain new clients a dynamic leader with skills in motivating and creating a winning team a high-level achiever with a proven track record of delivering results in new markets. I know th a t you maintain a large database of highly qualified professionals and contacts and I would appreciate it if you could get back to me at your earliest convenience with candidate summaries of anyone whom you might think suitable. If you have any questions, please feel free to contact me. Thanking you in advance. Kind regards, Dmitri

"V

J

b It can be useful to summarise information about candidates in phrases like those D m itri uses in the email. Note how D m itri makes the descriptions o f the candidate more specific by adding a phrase beginning with the preposition with. NOUN ( + PREPOSITION)

experience of with

+ V E R B -/m jr O r VERB + INFINITIVE

working in

(extensive) knowledge of

+ NOUN

international sales the telecoms industry

the ability

to gain

new clients

skills in

motivating and creating

a winning team

C Use the constructions in the table to create five similar phrases fo r a master chef in a top restaurant. 7

a

D m itri has received three introductions to candidates from Maria. In groups of three, read about one candidate each and assess your candidate using the person specification tem plate you completed in Exercise 4a. Then answer the following questions about your candidate. 1 Which essential and desirable qualities does the candidate possess? 2 What qualities are missing or impossible to know from the information about the candidate? 3 Do the candidate’s other strengths make up for these weaknesses? 4 Does the candidate’s professional experience look suitable for the job? Student A, turn to page 87; Student B, turn to page 88; Student C, turn to page 89.

b

In your group of three, take turns to present your candidate’s strengths and weaknesses. Then decide together which candidate, if any, you would invite fo r interview.

Unit 3 Recruitment and selection

25

Conducting interviews a Organisations use a variety o f interview methods. Discuss the advantages and disadvantages of the following methods. A B C D E

Panel interview Sequential interviews with a number of managers Interview just with direct manager Interview just with HR representative Interview with manager and HR representative

b Another im portant aspect of interviewing is the style and mood created. In pairs, read the definitions of two types of interview and then discuss the questions below. • •

In a stress interview, the candidate is deliberately put under pressure. In a mechanical interview, exactly the same questions are asked to each candidate but no supplementary questions are asked and the candidate is not given any verbal or non-verbal feedback.

1 What is the purpose of each type of interview? 2 What are the potential risks of each one? 3

Read the following common types of interview question. Match the questions (1 -6 ) to their functions (a-f). We take training very seriously. Why do you think it's important? —v a

get a specific yes/no or single response

Were you the only person responsible for the training budget?

/

b

provide a choice of two answers

What would you do if your manager asked you to do something you didn't agree with?

^

c

give your views, encouraging the candidate to agree

Do you think it's more important to be a strong leader, part of the team, a strategic thinker, a bit of everything, or something else?

d

ask a number of questions within one question

What did your last job involve?

e

start with who, when, where, etc. and encourage a detailed answer

Was that before or after the company became part of KH International?

f

present an imaginary scenario: what if ?

b Match the questions (1 -6 } in Exercise 9a to the terms used to describe them (a-f}.

c

open question

d

leading question

hypothetical question

e

alternative question

closed question

f

multiple question

C Which o f these question types do you think would be unhelpful in an interview. Why?

Unit 3 Recruitment and selection

a ^3.4 Listen to pa rt of a meeting in which Kate and D m itri are planning questions fo r the Project Manager interviews. Are the following statements true (T) or false (F)? 1 Kate thinks it is useful to ask candidates about their resume during the interview. 2 Dmitri wants to know why each candidate wants the job and what their expectations are. 3 Dmitri and Kate agree that they should ask the candidates hypothetical questions. 4 Dmitri thinks candidates should be asked to describe a specific event at work. 5 Dmitri and Kate can learn about what candidates think is important by asking them about their work routine. b ^3.4 Match the questions (1 -4 ) to the factors they are designed to assess (a-d). Then listen again and check your answers. How w ill your experience add value to our organisation?

a

motivation and ambition

!

Why do you want to work for us?

b

an example of how a problem was solved

!

Can you tell me about a time when ... ?

c

prioritisation and working habits

How do you spend your time at work?

d

how past performance and current skills w ill be useful in the new role

3 ^3.5 Listen to the beginning o f Kate and D m itri’s interview with candidate Raul Ramirez and make notes on questions 1 -5 . 1 2 3 4 5

Why does s/he want to work for Moscotel? What skills/abilities can s/he bring? How does s/he motivate and manage his/her team? What’s the first thing s/he does at work? What else does s/he do in the morning?

b ^3.6 Now listen to the next candidate, Ritva Aho, and make notes on questions 1 -5 above. C In pairs, compare notes and decide which candidate gave the best answers, and why. d Match the extracts from the two interviews (1 -6 ) to their functions (a-f). Have you had a chance to look around? !

Well, to get down to business ...

!

And in the afternoon?

i

That's good, so moving on to ...

> That's interesting. i

How do you go about ... ?

change from small talk to business

/ fca ask for a (detailed) description change the subject

/ / /

d

offer encouragement

e

prompt the candidate to give more information

V .. f

relaxing, ice-breaking

Unit 3 Recruitment and selection

27

It is im portant to ask follow-up questions in interviews. Read three examples of an interviewee’s answers (1 -3 A) and then complete the follow-up questions (1 -3 B ) using the words and phrases in the box. an example of how

demonstrated

how

how many

measured

the level of

A: Yes, I had responsibility for managing a team. B: I see, and can you tell m e_________________________people you managed and_________________________ your responsibility? A: It was a very successful project. . was the success. I am adaptable and flexible. Can you give m e__________ . you ve . this? Now w rite follow-up questions fo r these interviewee responses. A: Our training was very extensive. B :_________________________ I believe in being approachable. I was responsible for all the regular HR activities.

12

in pairs, role play the interview fo r the Project Manager’s job at Moscotel. Student A, you are the candidate (Raul or Ritva). Student B, you are the interviewer (Dmitri or Kate). Swap roles and practise again. When you are the interviewer, try to ask follow-up questions like those in Exercises 11 e and 11 f.

■ H Choosing the right candidate In addition to using interviews, for more senior positions many companies use a range of supplementary assessment methods.

13 a

Match the following assessment methods (1 -6 ) to their objectives (a-f). 1

in-tray exercise-

2

team task

assess role-specific expertise

3

presentation

identify personality through handwriting

4

graphology

test prioritisation and decision making undertime pressure

5

battery of psychometric tests

observe leadership and influencing skills

6

technical test

build a detailed personality profile

judge oral communication skills

In small groups, discuss the following questions. 1 How can complementary assessment methods inform the selection decision? 2 Which of the methods in Exercise 13a do you think are most and least useful? Why?

28

Unit 3 Recruitment and selection ■0

Read each candidate’s psychometric profile summary below and answer the following questions. 1 2 3 4

Which Which Which Which

candidate candidate candidate candidate

worries less? dislikes unplanned situations? is more sociable? puts achieving business goals before relationships?

Raul Ram irez

Ritva Aho

Raul Ramirez has a natural disposition towards low anxiety and does not experience performance anxiety or stress in positions of high responsibility. He has high social needs and values relationships and team cohesion, and this m ay be at the expense of making unpopular decisions. He is sensing and intuitive and is comfortable im provising business meetings. His selling style is consultative and he prefers a long-term , soft selling relationship with clients. He is open, trusting and optim istic.

Ritva Aho is very driven and competitive. She has quite high anxiety levels which lead her towards perfectionism and meticulous preparation. She is uncomfortable in unplanned situations. Whilst able to demonstrate well developed social skills, she is essentially a loner and emotionally self-sufficient. She uses logic and rationalism for problem solving. Her selling style is very businesslike and goal-oriented. She tends to calculate the value and risks of any action before acting.

Both profile summaries use a lot of useful common collocations. Match 1 -1 0 below to a - j to make a word or collocation. Then check your answers in the profiles above. 1

team-------s.

a

2

unpopular

b

cohesion

3

meticulous

c

decisions

4

goal

d

situations

5

low/high

e

solving

6

social

f

oriented

7

soft

preparation

8

unplanned

g h

9

problem

i

skills

10

natural

j

anxiety

disposition

selling

Read through all the information you have learnt about Raul and Ritva in this unit. Then in small groups, hold a meeting to decide which candidate, if either, to appoint. ► 3.7 The day after the interviews, Kate and Dm itri meet to discuss their final decision. Listen to part of their discussion and say which candidate they decided to appoint. Do you agree with their decision? Why (not)? ^3.7 Listen again and answer the following questions. 1 What reason is given for not appointing the unsuccessful candidate? 2 What reason is given for offering the job to the successful candidate?

Unit 3 Recruitment and selection

29

Training and development

UNIT 4 Writing a training and development strategy Designing learning interventions Producing a development programme Evaluating training and development

p

I

^

m

u

1

*

*

1

*1

***

—

■5

*

3 Who is a training and development strategy document w ritten for, and why?

b In pairs, decide on the best order fo r the sections of a strategy document. I Approach to training and development □ Context and issues L! Learning intervention methodology l

C A strategy document can be informed by many different factors. In pairs, look a t the following list o f factors. Which are internal and which are external? 6 7 8 9 10

the economy and political stability technological developments training budget training facilities unemployment

In pairs, discuss the following questions. 1 Which internal factors are most important to think about when preparing a training and development strategy? Why? 2 Which external factors are most important? Why? Unit 4 Training and development strategy

*—*•_

IW f

m

«

g»»». 1W

„— m m

p ram *

1

~

*3 1

Organisations need a training and development strategy to ensure that development activities meet the needs of the business.

d

3

W

.__ n r;

i t

*

Writing a training and development strategy

changes in legislation company culture corporate objectives management development needs market competition

S

M M • F

S

3

■ ■

m

g

.....

■

1 2 3 4 5

*

~ z

%

□ Development plan □0 Introduction and aims I Evaluation n Assumptions

W saw s»

jr

.

-

7

'

i

s

D

Buenas Perspectivas Financieras (BPF) is a Buenos Aires based finance company experiencing rapid growth. 3 ► w HR Manager Bianca Rossi is discussing training and development strategy with BPF’s owner, Saeed Hussein. Listen to two extracts from their discussion and note at least three o f the factors from Exercise 1c they discuss.

b ^4.1 Listen again and answer the following questions. 1 2 3 4 5

Does Saeed support Bianca’s focus for future development? What does Saeed say is the main problem with government legislation? How has the investment in training benefited BPF in the past? Does Saeed plan to carry on investing in training? What are Saeed’s plans for staff who have been with BPF for many years?

C A strategy document should be w ritten in a more formal style. Match the informal phrases from Saeed and Bianca’s discussion (1 -5 ) with the more form al phrases with a similar meaning from the w ritten strategy document (a-e). what I want to do with the strategy is pull everything t o g e t h e r -------------------

a

administration costs w ill be reduced through the création of self-service training programmes

things in the country are pretty good at the moment

b

management w ill support development with adequate funding

I'm right behind training and I 'll back it up with money

с

matters to consider

I'm going to make HR and training more self-service to cut down on administration

d

political and economic factors are stable

e

the aim of the strategy is to provide a coordinated approach

things we need to think about

V

d Using language which is appropriate can be just as im portant as (or more im portant than) using language accurately. In which set of phrases above (more informal, 1- 5 , or more formal, a-e) are we more likely to find: 1 single-word verbs (e.g. continue) rather than phrasal verbs (e.g. carry on)? 2 expressions which describe things in general (e.g. some kind of)? 3 more contracted verbs (e.g. We’re not We are)? 4 more verbs in the passive (e.g. was given)? 5 more words with different endings in the noun, verb and adjective forms (e.g. strategy, strategise, strategic)?

Unit 4 Training and development strategy

31

Logorhythm is a music to ur logistics company. Read part of their training and development strategy document. Look at the example of a corrected phrase. Then find and replace five more inappropriate uses of style with more suitable phrases.

Logorhythm Training and development strategy document Introduction and aims_________ TU e o-P What we want to do--w-ith this training and development strategy is to provide Logorhythm with a coordinated development strategy which meets the needs of the business for the next three years.

C o n te x t and issues • The company’s location gives us a few difficulties in attracting high quality managers and marketing specialists to the area. • Whilst the transportation, logistics and operational sides of the business are all pretty good, the business has weaknesses in marketing reflected by loss of market share.

Assumptions Michael and I guess that: • Current planned tours will happen. • Business volumes throughout the industry are gonna remain stable during the next three years.

4

Approach to training and developm ent

The Training and Development Department proposes that: • Plans to cut back on training expenditure should be cancelled as a reduced investment in people could damage the business. • Greater emphasis should be placed on measurable outcomes to prove the value of development expenditure.

Using the model in Exercise 3, w rite a training and development strategy document for your organisation or an organisation you know well.

Designing learning interventions Learning intervention describes a unit of training or development. Organisations use a variety of methods to train and develop their employees. Match the methods (1 -8 ) to their definitions (a-h). 1

on-the-job training \

2

self-directed study

]

b

receiving help from a more experienced person who is not the employee's line manager

3

e-learning

/

c

an event aimed at developing a specific skill set

4

blended learning

v_d

5

coaching

e

developing a person's skills or knowledge so their job performance improves

6

mentoring

f

learning by using computers and digital technology

7

training course

g

working alone with materials but no outside help

8

didactic teaching

h

a combination of technological and face-to-face learning

a

skills or knowledge explained through lecture or direct instruction

work-based development, often by being shown what to do by a colleague or supervisor

b In pairs, discuss the advantages and disadvantages of each method. Unit 4 Training and development strategy

C In pairs, look at the following development needs and fo r each one say which training method would be best. Give reasons for your answers. a b c d 5

An employee needs updating on changes in financial regulations, A new trainee needs to learn the company finance system, A middle manager needs to be prepared for a higher position, A sales representative has a poor sales record.

a ► « BPF employees, including Account Managers Greg and Maria, are in a training and development session with the Training Manager, John Peters. Listen to part of the session and answer the following questions. 1 Which training method from Exercise 5a is this an example of? 2 What adjective(s) could you use to describe Greg’s attitude and behaviour? 3 What adjective(s) could you use to describe Maria’s attitude and behaviour? b In your group, discuss the following. 1 Have you ever trained a ‘difficult’ person? What happened? 2 How successfully do you think John dealt with Greg on the course? C In this part o f the session, John is explaining Kolb’s Learning Cycle, represented in the diagram below. What do you know about this theory?

Kolb's Learning Cycle

Accommodating

Wj

r

Diverging

Perception

(reviewing)

-- ---- — ---- — ,

continuum

Converging

Assimilating

(concluding) d ^4.2 Listen to John’s session again and complete the diagram by matching the following headings to the stages o f the cycle (1 -A ) in the diagram. • • e

Abstract conceptualisation Concrete experience

• •

Active experimentation Reflective observation

How does John simplify his explanation of the learning cycle? Prepare a three- or four-minute presentation on a training method from Exercise 5a. Try to think of some anecdotes or examples to illustrate the ideas you present. Use the phrases in the Useful language box on page 86 to help you. Unit 4 Training and development strategy

33

Producing a development programme Many organisations, particularly larger ones, produce their own employee development programme, which features the training and development opportunities available throughout the year. 3

Complete the headings (1 -8 ) in the extract from BPF’s employee development programme using the phrases in the box. Ignore the underlined phrases in the extract fo r now. Ad-hoc requests Compulsory training Enrolment Excellent manager programme Introduction Soft skills training Technical and academic development To find out more

• ( 1) °o Welcome to Buenas Perspectivas’s exciting . new employee development programme. • We have a variety of programmes on offer • as w ell as some that you w ill be required • to attend so please read the following . details carefully. We hope that there w ill • be something for everyone, particularly • as it responds to the needs analysis, • development reviews and your personal ' comments. Thanks for helping us to form the . plan. :

(

2

)

• • . . • •

We are reluctant to force people into training. However, for a number of reasons there are some events that people must attend. Below are the details. ■ Updates on tax law and due diligence organised by Federation Argentina de Consejos Profesionales de Ciencias . Economicas - all auditors, accountants « and consultants reguired to attend. • ■ Health and safety training - all employees • to attend w ith in the next six months. . ■ Company strategy and team building • weekend at a date to be advised - all • employees are expected to attend. • • . • •

(3 )_____________________________________ For those w orking towards professional qualifications, assistance is available. See the dropdown menu for a list of supported qualifications.

(4 ) John Peters is our experienced in-house trainer in a range of interpersonal skills areas, including coaching, mentoring, negotiation and assertiveness, and has organised a number of courses to meet your identified needs. See the fu ll list of events and dates below. (5 ) This modular course runs for tw o days every month for a year and is designed to equip managers w ith the leadership skills for current and future roles. (6 )

Just because something is not on the programme does not necessarily mean that it cannot be delivered, as we realise circumstances and needs may change throughout the year. First, discuss the issue w ith your manager, then contact HR to explore the options. (7 ) To get further details about any of the development opportunities on offer, click on the programme title. (8 )

For details of how to sign up for any of the programmes on offer, look out for our email explaining our new self-service HR system.

b Is the language in the programme mostly formal or informal? Why do you think this might be?

Unit 4 Training and development strategy

Complete the extracts from the development programmes of other companies. Use the underlined words and phrases from the BPF programme to make useful phrases (in bold) fo r w riting your own programme. 1 Financial for staff studying for marketing qualifications. 2 We do not use external providers as all training is delivered by our training and development team. 3 The training programme has been designed based on inform ation gathered d u rin g __________________________ 4 If you are uncertain about the best development activity, you should with your manager. 5 We are not yet certain of the exact date but you will as soon as possible. 6 The Chief Executive has arranged a corporate presentation. All staff F or_________________ This________________ month for six months.

, read our online training brochure. _ will be delivered in units of one day per

3 Ignoring the gaps for now, read the BPF programme summary. In your opinion, does the programme include a suitable balance of skills for excellent management? If not, which of the twelve modules do you think should be changed?

BPF Excellent Manager Programme Who should attend? Managers identified during the development review process Programme overview A one-year programme divided into 12 modules, designed to equip managers w ith the skills and knowledge for current and future management roles L ist of modules and key objectives for each M odule 1 - Strategy Aim: to understand how your role connects to (1)____________ strategy

Module 7 - Customer service delivery Aim : to provide a high quality (7)____________ for customers

Module 2 - Leadership Aim : to provide inspirational leadership and support for your (2)____________

Module 8 - Q uality Aim: to maintain high standards and reduce (8)____________

Module 3 - Finance Aim : to understand and (3 )____________ financial data

M odule 9 - Recruitm ent and selection Aim: to assist in making informed recruitment (9)____________

Module 4 - M anaging tim e Aim: to prioritise and (4)____________ effectively

Module 10 - Negotiation Aim: to reach (10)____________ solutions

Module 5 - Effective com m unication Aim : to maximise clear (5)___________ between customers and colleagues Module 6 - Project management Aim : to (6 )____________ complex projects

Module 11 - Reporting Aim: to (11)____________ and present clearly Module 12 - Managing change Aim: to assist the organisation through periods of (12)____________

Unit 4 Training and development strategy

b Complete the programme objectives (1 -1 2 ) in Exercise 9a with the words in the box. coordinate corporate decisions delegate interpret team transition understanding

3

errors experience win-win write

Using the model in Exercise 8a, w rite a brief employee development programme fo r your organisation or an organisation you know well.

b A fte r w riting your employee development programme, w rite a summary of a modular course, using the model in Exercise 9a to help you.

Evaluating training and development a

In order to measure the value and effectiveness of training and development, organisations often use end-of-course evaluation forms. In pairs, discuss the following questions. 1 What are the advantages and disadvantages of: a using numerical evaluations? b using narrative evaluations? c asking course participants to complete their evaluation forms and hand them to the trainer before they leave? d asking course participants to complete their evaluation forms at a later date? 2 As a course participant, do you prefer to give your evaluation directly to the trainer at the end of the session or at a later date?

b Read the example of a numerical evaluation form and answer the following questions. 1 Which aspects of the course went well and not so well? 2 What do you think might be possible reasons for the lower scores? C o u rs e : h k g s H o iim

T ra in e r: J ohn Pe/e-rs

Date:/Z_May

Please give y o u r rating o f each course elem ent on a scale o f 1-10, w h ere I = unsatisfactory and 10 = excellent. (o

C ourse adm inistration and joining instructions T he training facilities

--------------------

Lunch and refreshm ents Accuracy o f course objectives Q ua lity and effectiveness o f audio-visual aids Q ua lity and usefulness o f handouts and materials T rain er’s subject knowledge T rainer in te ractio n and group participation T rainer’s response to questions O verall rating o f tra in e r O verall rating o f course effectiveness

Unit 4 Training and development strategy

(o 3 9 8 9 q 10 8 9 8

C Now read a narrative evaluation form of the same event and answer the following questions. 1 Did you guess correctly about the reasons for the low scores (question 2 in Exercise 11 b)? 2 Now you have seen numerical and narrative evaluations, which do you think is more useful?

C o u rse : Negotiation

Trainer: John Pe.te.rs

Pate : IZ M

lay

Please give y o u r opinion o f th e fo llo w in g course elements C o urse adm inistration and joining instructions: Quite, in fo rm a tiv e , b u t c o u ld n 't unde.rsta.nd ihe. m ap.

The training0 facilities: —

Nice, big room ojiih bre,akout are.aS b u t aircon n o t working proptrly. Lunch and refreshm ents: I ' d orde.re.d ve.cje.tari a n me.al in advance, b u t the.re. o ja S n 'i any.___________

A ccuracy o f course objectives: Ye.S, the. course, de.live.re-d u h a t i t S a id i t io o u ld .

Q u a lity and effectiveness o f audio-visual aids: Professional Q ua lity and usefulness o f handouts and materials: Ve-ry g o o d

~

a l o t p - f th in g s

T

o j / 7/

ke.e.p a n d

u s e .._______________________________

T rainer’s subject knowledge: Ye,s - he. kne.oj h is s iu f - f . Trainer in te ractio n and group participation:

E%ctHe.ni, re-ally funny and g o t e.ve.r^one. involve.d.______________ T rain er’s response to questions: I d id n 't ask any b u t i t se.e.me.d OK. O verall rating o f tra in e r: Ve.ry professional and e.nte.rtaining. O verall rating f course 0 o ----------w v . v i l V effectiveness: \ .U ¥ C IIC à d . T._

'

' '

I n ge.ne.ral, the, course, coas use-fu/ an d X ajould re.cotnme.nd i t to o ih trs .

12 a

► 4.3 HR Manager Bianca Rossi is meeting Training Manager John Peters. Listen to pa rt of the ir meeting and answer the following questions. 1 2 3 4 5

Why is Bianca meeting John? What kind of standard evaluation form does John currently use? When are evaluation forms collected from participants? What happens if a training provider gets a low score? According to Bianca, what is the main disadvantage of the current system of evaluation? 6 What kind of system does Bianca think should be used in future?

b ► w Listen to the following extracts and complete the sentences. 1 Yes, every course is evaluated using o u r_________________________ 2

It’s a ______________________________________ but there’s a box for ____________ at the bottom. 3 Well, it means I can get an immediate rating on all of o u r__________

4

Oh, the usual things - training room, lunch, trainer,

5 Yes, because this kind of evaluation is focusing o n -----6 We need to design in measures like these when we set 7

I know it isn’t easy, but we need to develop some clearer measures of our in training.

Design an evaluation form (numerical or narrative) fo r your organisation or an organisation you know well. Think about how the inform ation from the evaluation will be used. Unit 4 Training and development strategy

37

UNIT 5 • • •

Coaching, mentoring and

Coaching in the workplace Conducting a mentoring session Delivering a counselling service

Coaching in the workplace Coaching, mentoring and counselling involve many o f the same skills but serve different purposes. Complete the definitions by matching the beginnings (1 -3 ) to the endings (a-c). 1

Coaching is developing a person's

a meeting in a private and confidential setting to explore a difficulty he or she is having,

Mentoring is when someone receives help from a person who is not their line manager in making

skills and knowledge so their job performance improves.

Counselling is when someone (called the client) requests

transitions in knowledge, working or thinking.

Read the following scenarios and say whether coaching, mentoring or counselling would be most appropriate in each case. Gary is a cheerful salesman, popular with clients. However, his sales calls to conversion

Anna used to be a good team worker who was always willing to help. Lately, she’s becom e very rude and irritable with colleagues and customers.

rate is the lowest in the sales team and he ju s t isn't selling enough.

Zoltan is a newly appointed TV newsreader. He wants help in managing nerves in front of the camera.

Unit 5 Coaching, mentoring and counselling

Uta has just joined the company as a training adm inistrator. She needs to learn how the electronic room booking system works.

Milena is the youngest board m em ber the company has ever had. She would like to develop her strategic understanding as quickly as possible.

► 5.1 Listen to three short extracts from different conversations. Which of the scenarios (1 -5 ) in Exercise 1b are the speakers discussing? Look at Audioscript 5.1 on page 99, where eight phrases are underlined. Match the following functions to the correct phrases. 1 2 3 4

identify the ideal situation clarify meaning give advice ask for more detail

5 6 7 8

encourage self-assessment give praise consider different possibilities show empathy

An im portant skill in coaching, mentoring and counselling is asking open questions. Open questions start with a question word [who, why, what, etc.) and are useful because they encourage the learner, the client or the mentee to find their own solutions. Use a question word from the firs t box and a verb from the second box to make open questions from the closed questions (1 -5 ) below, as in the example. who say

where work

why help

what feel

when like

how

have

Example: Was the effect good? ___ WUoif___ effect did that

kovve

?

1 Would it be practical? -------------------would th a t_____________in practice? 2 Are you sure? ____________ do yo u _____________that? 3 How about my office? ____________ would yo u_____________to meet? 4 Do presentations make you nervous? ____________ do you_____________ most nervous? 5 Do you want my assistance? ____________ would you like t o _____________you? Hexagon Petrochemicals is a multinational oil company. This unit focuses on their Nigerian operation. ► 5.2 Accounts Manager John Ellis wants to discuss the progress of a new employee, Ole Gronkjaer. Listen to John’s informal conversation with the Senior HR Manager, Chinua Okeke, and answer the following questions. 1 According to John, which part of the job is Ole Gronkjaer unable to understand? 2 How sympathetic is John to Ole’s difficulty with this part of the job? 3 What two general points of advice does Chinua give John about this situation? 4 What recommendation does Chinua make about the design of a skills matrix? 5 According to John, what is the problem with using a skills matrix? 6 What is Chinua going to send John and the other managers by email? Unit 5 Coaching, mentoring and counselling

39

b ► u Informal conversations often include more idiomatic expressions. Listen to the conversation again and complete the following idiomatic expressions in bold. 1 2 3 4

Hi, fhinua I’m glad 1 Sure, 1just want to He just can’t seem to Chinua, if I’ve told him

5 It sounds great 6 Point taken I’ll 7 Good man 1have to email ...

you. Do you have a minute? your brains. the of this ... . I’ve told him a an it a

. world ... . now, but look out for an

C In pairs, w rite short definitions of the expressions in Exercise 2b. Then compare your answers with the key on page 114. d

Chinua’s conversation with John is an example of how HR can informally coach managers. In pairs, discuss the following questions. 1 What are the advantages and disadvantages of informal coaching? 2 Why might a company prefer to have a corporate scheme rather than rely on informal coaching?

3

a ► 5.3 Maritza Rosas Hernandez, an HR manager at Hexagon, has created an eight-stage coaching framework. First, put the stages (a—h) into the correct order. Then listen to part of M aritza’s coaching workshop and check your answers. □ □ LEI □ □ □ □ □ b

a b c d e f g h

agree the coaching method measure success identify the performance issue review the entire coaching process establish success criteria employees implement new skill define the performance objective and timeframe provide coaching

b.S Decide if the following statements are true (T) or false (F). Then listen again and check your answers.

►

1 2 3 4

Most managers have not been coaching their staff recently. Fergus identifies participating in conference calls as a performance issue. Part of Fergus’s job includes punishing poor performance. Maritza recommends matching the coaching timeframe to normal work deadlines. 5 Fergus wants his staff to feel more confident after a conference call. 6 Staff can also ask Fergus’s manager for feedback. 7 Coaching at Hexagon needs to be done by the person’s manager. 8 People have some flexibility in how they use the coaching process. C Identify a performance issue fo r your organisation or an organisation you know well. In pairs, describe how you would apply the framework in Exercise 3a to this issue.

40

Unit 5 Coaching, mentoring and counselling ■9

d

Later in the same workshop, Maritza discusses coaching methods. Before you listen, complete the definitions of the coaching methods (1 -5 ) with the words and phrases in the box. guided reading

1 2 3 4 5

instruction

learner control and self-review

peer coaching

role modelling

giving or receiving coaching from a colleague of the same level a manager providing a good example for others to imitate telling or showing someone directly what to do directing people to written materials that will be helpful where the learner reflects on their abilities and takes responsibility for their development

e ^5.4 Listen to the second extract from M aritza’s workshop, in which the group explore coaching methods. Which three methods from Exercise 3d do they discuss?

f

Listen again and then in pairs, discuss the following questions. 1 How well do you think the workshop participants understand the coaching methods they discuss? 2 How would you describe the atmosphere in the workshop? 3 Do you think Maritza is an effective workshop leader? Why (not)?

a The training group go on to develop useful phrases for use with the coaching framework. For each stage (1 -8 ), identify one unsuitable phrase. 1 Identify the performance issue. a Managing meetings effectively b Accurately completing expense claims c Doing a better job 2

Define the performance objective and timeframe a To achieve a 95% completion rate by 31st October b To improve on current performance c To submit one proposal per month for the next six months

3

5

Provide coaching. a Which parts of the meeting worked well and not so well? b What does that tell you about the approach c

6

Vou used? Why on earth did you do that?

Employees implement a new skill (self-dialogue). a Yes, now I know how to do this, it’s quite simple b I can’t seem to get anything right c It’s not perfect but I can learn from my mistakes

Establish success criteria. a We will have fewer problems b We will reach clear, recorded decisions whilst spending 20% less time in meetings

7

Measure success. a Yes, that seems OK now b What change have we achieved as a result of the coaching? c How have we done against the criteria we set?

c Our website will receive 40% more hits 4 Agree the coaching method. a How would you like to go about this? b This is how I learnt to do it c What approach do you find most useful?

g

Review the entire coaching process. a If you were to do it again, what would you do differently? b Is there anything you would change in the coaching process? c Don’t you think that was a great success?

b W rite one more phrase of your own fo r each stage within the framework. Unit 5 Coaching, mentoring and counselling

41

C Although Hexagon is introducing a corporate-wide coaching scheme, M aritza is running local workshops where managers develop their own coaching phrases. In pairs, firs t discuss the advantages and disadvantages of the following approaches. Then say which approach you think is best, and why. 1 Distributing prompt sheets for all managers to make sure they use the same wording during coaching 2 Getting managers to create their own phrases In pairs, think of an issue in your organisation or an organisation you know well fo r which coaching would be helpful. Using the framework in Exercise 3a, take it in turns to coach each other. Use the useful phrases you studied in Exercises 4a and 4b to help you. Then give each other feedback.

Conducting a mentoring session a Chinua Okeke wants to introduce a mentoring scheme to Hexagon Nigeria and has asked fo r advice from James Boyle, a friend and colleague in Scotland. Read James’s reply and answer the following questions. 1 How successful was the mentoring scheme in Scotland? 2 How does James: a begin the email? b end the email? 3 Overall, do you think the email is in an appropriate style for the workplace? Why (not)? ;M ■

*

* ■ !;.

70

C h in ua

From...

Jam es

subject...

Re: Mentoring advice

Hi Chinua, Hope you are w ell. I'm sure you w o n 't be m issing o u r Scottish w eather! Re m e n to rin g , I'm afraid o u r schem e was a b it o f a disaster. All ne w em ployees w ere a p p o in te d a m e n to r w h e n th e y jo in e d . M entors w ere ju s t selected fro m senior m anagers and a lth o u g h som e w ere h a p py to do it, others w ere a n g ry because th e y said th e y d id n 't have th e tim e or skills to d o it. I d o n 't kn o w w h o paired people up, b u t th e first tim e th e m entors and m entees m e t was at th e first m e n to rin g session. As far as I know, there was no m e n to rin g c o n tra ct o r g ro u n d rules established, so th e re w e re n 't any guidelines. M any o f th e yo u n g e r peo ple said th e y fe lt in tim id a te d to be placed w ith such a senior person w h e n th e y'd ju s t started and some o f th e partnerships w ere in co m p a tib le . The o n ly e xception was one senior g u y w h o g o t in to a relationship w ith his m uch yo u n g e r m en te e and th e n had to leave th e co m p a n y as a result - it caused a rig h t s c a n d a l: - 0! Anyway, a fte r a fe w m o n th s n o b o d y was sticking to th e m ee tin g s and it ju s t faded away. I th in k th e m ain p ro b le m was th a t th e schem e was rushed th ro u g h w ith o u t adeguate p la n n in g o r train in g . People w ill be very sceptical n o w if th e y try to set up a n o th e r scheme. Hope you have b e tte r luck. I'm sure it's sunny there, anyway! Best, Jim

Unit 5 Coaching, mentoring and counselling

D Read the email again and answer the following questions. 1 2 3 4

Did James manage the mentoring scheme in Scotland? What problems did the scheme in Scotland have? Name at least three. What does James think caused the problems? What happened to the scheme?

C Based on the inform ation in the email, make a list of points for good practice in mentoring programme design. Then compare your ideas with the key on page 114. d James’s email refers to a mentoring contract. In pairs, discuss the following questions. 1 What important information should a mentoring contract include? 2 What are the advantages and disadvantages of formalising the mentoring relationship through a contract? e Complete the mentoring contract with the words and phrases in the box. End date Ground rules Meeting details Purpose of mentoring activity Start date What I expect from the mentor

Problem resolution arrangements What I expect from the mentee

Mentoring Contract Mentor: M aritza Rosas H ernandez

Mentee: Ole Grankjasr

( 1 ) _________________________ : 12 June 2011

( 2 ) ____________________ : 12 Decem ber 2012

( 3 ) --------------------------------------------------------To develop greater corporate culture aw areness Expectations

( 4 ) ---------------------------------------------------------

(5) ___

• • •

• •

Serious about m entoring process Keep a log of im portant issues Attend m eetings

Listen to m entee Give advice w hen asked for

( 6 ) -------------------------------------------------------------------

M entoring conversations will be com pletely confidential If unable to attend m eeting, inform asap NB: If frequent non-attendance is caused by m entee's m anager, m entor will contact to discuss ( 7 ) --------------------------------------------------------Problems will be resolved through discussion ( 8 ) _______________________________________

Focus of meetings

Frequency: Every tw o w eeks Location: Training room

• •

Signed:

Relationship w ith m anager Dyslexia

Signed:

Unit 5 Coaching, mentoring and counselling

43

Ole and Maritza have discussed the contract and are about to hold th eir firs t mentoring session. Look at the contract again and answer the following questions. 1 What issues do you expect them to discuss? 2 As the mentor, how would you deal with those issues? ► 5.5 Listen to the firs t pa rt of Ole’s mentoring session with Maritza and answer the following questions. 1 How has Ole’s relationship with his manager developed since completing the mentoring contract? 2 How does Ole feel when his manager is explaining the information management system? 3 How does Ole think his manager will react if he tells his manager about his dyslexia? 4 How does Maritza think Ole’s manager might react? 5 What advice does Maritza give to Ole regarding his dyslexia? During the mentoring session, M aritza uses a variety o f questions and prompts to create an appropriate atmosphere. Match the extracts (1 -8 ) to their uses in the session (a—h). 1

How's life since I last saw you?— —

a

asking someone to make a prediction

2

Is that s till the case?

b

a yes/no question to get factual information

3

Unfortunately?

4

\

c

repeating what somebody says to get them to say more

I see. And why do you think that might be?

d

ice-breaking/non-business start to a conversation

5

And has your manager explained the system to you?

e

using a question to challenge someone's beliefs or opinions

6

What do you think would happen if you did?

f

reminding someone of how they successfully managed other difficult situations

7

During your life, you must have developed certain coping strategies.

g

checking if a past fact is still true

8

So how did you do that, if not by coping?

h

getting someone to think about the reason for something

Work in pairs. Together, use the inform ation in the role card fo r Mentee 1 on page 88 to draw up a mentoring contract like the one in Exercise 6e. Then use the contract to role play a mentoring session like the one in Exercise 7b. Student A, you are Mentee 1; Student B, you are the mentor. Swap roles and practise again, using the inform ation in the role card for Mentee 2 on page 88.

Delivering a counselling service Sometimes employees have problems that are not directly work-related but may have an impact on work performance. Some HR Departments offer a counselling service to deal with such problems. In pairs, discuss the following questions. 1 What kinds of problems might employees have that can be helped through a counselling service? 2 What are the advantages for an organisation of offering an employee counselling service? 3 Are counselling services common in organisations in your country? If yes, how do most people feel about them? If no, why do you think they aren’t common? Unit 5 Coaching, mentoring and counselling

b The sentences below describe possible actions a counsellor can take during a session. Complete the sentences with the words in the box. challenging

1 2 3 4 5 6 7

consideration

happen

fcfcett

provide

recommend

understand

UsVen_________ carefully. a specialist if you feel expert help is needed. the client with a process for self-help. A sk_________________________, thought-provoking questions. Ask the client what they would like t o __________________________ Encourage th e _________________________of options. Show that you_________________________the client’s problem.

C Confidentiality is a key principle in counselling. In pairs, discuss the following questions. 1 What kinds of things could an employee tell you that might cause a dilemma or conflict of interest? 2 How could these be managed to be fair to both the client and the employer? 3 In what circumstances might it be best to suggest that the client seeks help from a counsellor from outside of the company?

10 a ►

5.6 Listen to the firs t part of a counselling session between Chinua Okeke and Fergus O’Donnell, who has relocated from Dubai to Nigeria. What does Fergus want to do? What reason does he give?

b

It is often the case in counselling situations that the initial, presented problem is not the same as the underlying (real) problem. Listen to the next part of the session and answer the following questions. 1 What is the underlying problem for Fergus? 2 How might Fergus’s wife react to his plan? 3 Does Chinua give Fergus any direct advice?

C Chinua uses a range o f questioning and prompting techniques during the counselling session. Find examples of questions or statements in Audioscript 5.7 on page 101 which do the following. 1 repeat what the client has said to encourage them to say more 2 answer a question with a question 3 ask a question which checks that the counsellor correctly understands what the client is saying 4 ask a question which presents two alternative options (e.g. Is it X or Y?) 5 make a statement into a question to confirm a specific piece of information

d Why is it im portant fo r a counsellor to use questioning and prompting techniques like these?

11

In pairs, role play a counselling session. Student A, you are the client. Read the client role card on page 87. Student B, you are the counsellor. Read the counsellor’s brief on page 89. Swap roles and practise again.

Unit 5 Coaching, mentoring and counselling

45

UNIT 6 Preparing a competence framework Identifying competences Writing performance standards Introducing a competence framework

■ i Preparing a competence framework A competence framework is a document which defines the actions and performance standards required of each employee. 1

3

In pairs, discuss the following questions. 1 What are the advantages and disadvantages of introducing a competence framework? 2 Where can an organisation find the information it needs to build a framework? 3 Why would a company want to involve employees in the information gathering process? The Putrajaya Paradise is a luxury hotel, spa and conference facility in Malaysia. The new HR Manager, Fei Xiao Long, wants to introduce a competence framework.

b ► e.l Listen to Xiao Long discussing the introduction of competences with HR Assistant Andrew Chambers. While you listen, make notes on: • •

Xiao Long’s reasons for introducing a competence framework Andrew’s reasons against introducing the framework

C Andrew suggests that it might be difficult to persuade the employees th a t they will benefit from a competence framework. In pairs, discuss how Xiao Long might ‘sell’ the idea o f a competence framework to the hotel staff.

d

^6,2 Listen to another part of the discussion between Xiao Long and Andrew and answer the following questions. 1 Where does Andrew suggest they get their competence framework? 2 According to Xiao Long, what is the advantage of involving employees when designing a framework? 3 What problem(s) can Andrew see with individual interviews? 4 What advantages can Xiao Long see with individual interviews?

e Which approach to staff interviews (individual or group) do you think is better? Why? 46

Unit 6 Competences

JîS fï

—

Read Xiao Long’s email to all employees and answer the following questions. Ignore the highlighted words fo r now. 1 What is the main purpose of the email? 2 What reason does Xiao Long give for using a ‘reiterative process’? 3 Is the style of the email more formal or more informal? Why? D ear............................... I am writing to inform you about the competence framework th a t we are building. Myself and other members of HR will soon be interviewing you to ask questions and collect information about your job competences. We will be using a reiterative process where we interview people one at a time, test our understanding and then feed in information to you from previous discussions. This will enable us to identify similarities and differences in the way you and your colleagues understand your role here at Putrajaya Paradise. In this way, HR will be able to modify our understanding and build up a complete and accurate picture of each competence. This also means th a t all competences will have been cross-referenced and checked by you in the course of our interviews. We look forward to meeting you shortly and thank you in advance for your cooperation. Regards Xiao Long

Match the following words or phrases to the highlighted words or phrases with a sim ilar meaning in the email. 1 add 2 change 3 compared

4 create 5 during

6 make it possible for 7 tell

Xiao Long has w ritten a list of advice fo r interviewing fo r the competence framework. Complete the statements by w riting Do or Don’t in each gap. 1 2 3 4 5 6 7 8

explain the reason for the interview. tell the interviewee anything that is not true. give your opinion. contradict or disagree. ask the interviewee to confirm that you have understood him/her correctly. make encouraging remarks. introduce ideas suggested by other interviewees. use technical jargon to sound like an expert.

Andrew is monitoring staff interviews. Read the following extracts (1 -4 ) and decide which phrase (a or b) is appropriate fo r an interviewer to use. 1 a b 2 a b 3 a b 4 a b

I hope you read my email explaining the purpose of this meeting, Now, just to be clear on the purpose of this interview ... Your information has been much more useful than other people’s, Thanks, that’s helpful. I’m not sure I understand you correctly. Did you mean ... I’m sorry, I don’t understand. Don’t you think it’s important th a t... ? How important do you think ... is?

Unit 6 Competences

47

► 6.3 Listen to pa rt o f an inform ation gathering interview between Xiao Long and the Conference Centre Manager, Rebecca Wilson. Are the following statements true (T) or false (F)? 1 Rebecca is not sure why they are meeting because she hasn’t read Xiao Long’s email. 2 Rebecca reacts positively to the introduction of competences. 3 Managing external suppliers is a key responsibility of Rebecca’s job. 4 Rebecca needs to be sensitive to different cultures. 5 Rebecca personally checks that all hotel lights are working. 6 Xiao Long has all the information he needs from Rebecca. ► 6.3 Listen again and complete the following extracts from the interview. 1 Thank you for sparing me some of your_____________ 2 I want to interview everybody and ask people to describe what they as the key competences required for their jobs. 3 Maybe you could____________ your work into the main areas of activity. 4 And w hat____________ do you need for each? 5 And what do yo u____________ to be good at to do that well? 6 So what you’r e ____________ is you personally check every ... 7 So in fact, if I’ve got th is ____________ now, you’re establishing and ... 8 Brilliant, that’s incredibly_____________ Match the extracts (1 -8 ) above to their functions in the interview (a-d). a checking you have understood the interviewee b asking the interviewee for more details c explaining the purpose of the interview d showing that you are grateful for the interviewee’s help In pairs, take turns to interview each other about the key competences of your partner’s job or job he or she would like to do in the future. Make notes about your partner’s competences. Use the phrases in Exercise 4b to help you.

Identifying competences One way of categorising competences is to identify them as generic, which can apply to a number of jobs or even the whole organisation, and job specific, which only apply to a particular job. Read the list of competences (1 -8 ) gathered by Xiao Long and identify them as generic (G) or job specific (S). 1 2 3 4 5 6 7 8

Providing excellent customer service Designing and managing quality control systems Accurately maintaining room booking systems Setting up rooms to customer specifications Setting up and maintaining all presentation equipment Marketing the conference centre facility Managing the conference facility billing system and passing on invoices to the Accounts Department Ensuring the safety of customers while on Paradise premises

Unit 6 Competences

b Match the job specific competences in Exercise 6a to the following job titles. a b

c

Conference Centre Manager Conference Centre Technical Support Conference Centre Administrator

C Look at the notes you made in Exercise 5 and w rite a list of competences fo r your partner’s (future) job. Use the following structure fo r each competence.

d

VERB-//7 \ \ \ \ \

a

achievable

b c

criteria

d

goal

driven

e

objective

f

dialogue

g h

time

system

Choose one of the managers’ comments in Exercise 2a and decide whether you agree or disagree. Then w rite a reply to the HR Forum, using an appropriate style. Unit 7 Employee development and performance review

Introducing a new review scheme 4 a

Read the case study inform ation. In pairs, discuss the following questions. 1 What information do you think a good action plan should include? 2 How much time do you think will be needed for each stage of the plan? 3 What method would you use to estimate the time you need?

b How would you approach this

Capo Verde has recently entered the Romanian market through the takeover of a local construction company w ith very few existing HR systems. The HR team ’s task is to establish the company’s corporate employee development review scheme in order to objectively measure performance and to identify current skills and needs. The Romanian operation employs 450 people at five regional branches, covering the full range of building and administrative roles. Until now, each of the five branches has operated independently and tends to work in its own way. The m anagem ent board of Capo Verde now need an HR team to prepare and present to the board: • an action plan with timescales for im plem entation of the employee development review scheme • anticipated problems and suggested solutions.

situation? In pairs, make a table like the one below for the stages of your action plan and include timescales fo r each stage. Order

Stage

Timescale

1 2

5 a ►7.1 Listen

to pa rt of a discussion with Capo Verde’s Romanian HR team Michael, Olga and Sven - and answer the following questions.

1 What does Olga suggest they should do first before developing a review scheme? 2 According to Sven, what is the problem with Olga’s suggestion? 3 According to Olga, what problem will there be if they don’t follow her first suggestion? 4 By the end of this part of the discussion, does Michael agree with Olga or Sven?

b ► y .l Listen again and complete the extracts from the discussion. 1 I think we need to do some kind o f__________________ __________________ first. 2 We’d just create an extra task that w ould__________________ the 3 I can see a problem w ith __________________ t o ________________ 4 It looks like the first step needs to be for us to go on some kind of 5 We need to gather information, build trust and develop a , ___________________ implementation. 6 Maybe we could get a ______________________________________ organised. 7 That would give us a basis fo r__________________ i t ___________________ across the country.

56

Unit 7 Employee development and performance review

6

a

Exchange the action plan table you made in Exercise 4b with another pair. Look at their table and make notes on the following questions. Then give them your feedback. 1 What problems might there be with their plan? 2 Can you suggest any possible solutions to these problems?

b

In small groups, use the feedback you received to create a revised action plan and timescales. Then present your revised action plan to the class.

Delivering an employee briefing a Jesper Koenig has sent an email to HR Managers at Capo Verde. Read the extract from his email and answer the following questions. 1 2 3 4

What is the email asking HR Managers to do? What must operational managers do? What possible problems are anticipated, and why? How would you describe the style of the language in the email (friendly, official, technical ...)?

Please find attached the form for the new review system. I am requesting that HR Managers run briefing sessions for all staff, explaining the documentation and why employee reviews are important. Also stress that participation is compulsory and that operational managers must undertake reviews within the first tw o months of the year, I realise this will cause some time pressure problems for managers with other pressing deadlines and this, combined with recent budget cuts, may result in some frustration or resistance. Finally, we are operating a cascade system, so the most senior managers should complete their reviews first.

b

Jesper’s email includes a lot o f form al expressions. Read the email again and find phrases with similar meanings to the following. 1 2 3 4 5 6 7

8

a

(something) has been sent with this email I am asking you to you must make it clear that everyone has to take part in the scheme I understand you might get a negative reaction information will be passed from the top of the organisation down

Look at the list of typical activities involved in organising an employee development review briefing session. Put them into the correct order. □ □

Identify key communication objectives and content for briefings. Send reminders near to the briefing sessions. D Email managers and employees with details of briefings and enrolment process. B H Create a calendar and timetable for briefings and find a suitable meeting/ conference room. M l Prepare appropriate presentational material and prompt cards. □ Take a register of attendees and arrange additional briefings for people off work during planned briefings. D Make room reservations for all briefing sessions and create an enrolment process. Unit 7 Employee development and performance review

57

Cindy and Roman are HR Managers at Capo Verde and they are going to be giving briefing sessions. In pairs, look at the following actions and say which you think are im portant to do during a briefing, and why. 1 2 3 4 5 6

Say how long the session will be. Give your job title. Explain the purpose of the briefing. Present the information through dialogue and audience interaction. Present the information in a lecture style. Give the opportunity to ask questions.

► 7.2 Listen to the introductions to Cindy’s and Roman’s briefing sessions and say which actions from Exercise 8b they do. For 1-6 , w rite C fo r Cindy, R fo r Roman or B fo r both. Which speaker’s style o f presentation do you prefer? Which style of presentation do you think would be more appropriate in your organisation and/or in your country? ► 7.2 Look at the phrases below from the two introductions and answer the following questions. Then listen again and check your answers. a Is each phrase more formal (F) or more informal (1)? b Was each phrase spoken by Cindy (C) or Roman (R)? 1 2 3 4 5 6 7

As you will be aware, ... For those of you who don’t know me, I’m ... Good morning, ladies and gentlemen. My name is ... Hi, everybody! I’d just like to run through ... You can chip in with any questions as we go along. You will have the opportunity to ask any questions.

Cindy uses a number of multi-word verbs in her presentation, i.e. verbs followed by a preposition or an adverb. Match the verbs (1 -5 ) to their definitions (a-e). 1 run through 2 go over

a

to complete an official document

b

to look at and discuss something

3

fill in

c

to begin a discussion or an activity

4

go along

d

to explain something in detail

5

kick off (by)

e

to move forward or progress

What are the possible disadvantages o f using: • •

multi-word verbs as Cindy does in her presentation? acronyms (e.g. CEE - Central and Eastern Europe or CVI - Capo Verde International) as Roman does in his presentation?

Unit 7 Employee development and performance review

9

a ► 7.3 As anticipated, some of the briefings meet with resistance. Listen to the end of HR Manager Luis Pires’s briefing session and w rite the name of the speaker (in the box) next to the issue below that they raise. Carla

Jo

Kim

Mike

1 effect of scheme on employees’ salaries 2 employees who have been with the company less than a year 3 not enough money in the budget 4 not enough time to implement the review scheme

____________ ____________ ____________ ____________

b►

7.3 Some of the speakers in the session are emotional and stressed, so Luis uses certain key words and phrases (1 -5 ) in his answers to manage conflict. Put the words in brackets into the correct order. Then listen again and check your answers. 1 [be can that difficult I it to understand] find the time, but monitoring performance ... 2 Plus, of course, [a chance is it to] identify training and development needs. 3 Firstly, [assure can I that you] there will be a training budget. 4 [an excellent is Kim question thank that yes you]. The scheme covers ... 5 [but I’m is Jo meeting not of purpose sorry that the this]. The scheme has been agreed, and ...

Take turns to prepare a briefing session for your organisation or an organisation you know well. First, choose an approach for the new scheme from Exercise 2a and then prepare your session in a style appropriate to your local culture. Use the phrases you studied in Exercises 8 and 9 to help you give your presentation and to answer questions from the audience.

Conducting a development review Look at the pictures of four different locations. In pairs, discuss the advantages and disadvantages o f each location fo r conducting an employee development review meeting.

Unit 7 Employee development and performance review

59

a Cindy van der M eer of Capo Verde is going to have her employee development review meeting with her line manager, Ian Calder, the Head o f Human Resources. Look at the following list o f review topics. Which topics would you expect and not expect to be covered during Cindy’s review meeting? 1 2 3 4 5 6 7

departmental goals disciplinary record future development needs pregnancy and family plans other team members pay rise or bonus payments personal goals for the next year

8 personal beliefs 9 possible work problems ahead 10 previous year’s development 11 previous year’s performance 12 promotion opportunities 13 the employee’s manager 14 timekeeping

b ^7.4 Listen to part o f Cindy’s review meeting with Ian and answer the following questions. 1 Which topic (1-1 4 above) do they discuss? 2 Is Ian generally positive or negative towards Cindy’s work? C ^7.4 Listen again and answer the following questions. What evidence do Cindy and Ian have for the success of the mentoring programme? 2 Why does Cindy think it is too early to run the mentoring programme with other departments in Capo Verde? 3 What does Cindy mean when she says the briefing sessions were ‘a bit of a mixed bag’? 4 According to Cindy, what was the disadvantage of HR running the briefing sessions? 5 What does Ian suggest that they can learn from Cindy’s experience of the briefing sessions? 1

a

Ian asks Cindy to suggest alternative approaches to last year’s briefing sessions. Look at sentences 1 and 2 below and then say which sentence: • •

suggests a possible future action talks about something which did not happen in the past

1

Have you any thoughts about what could be done differently? Have you any thoughts about what could have been done differently?

2

b Look at three more sentences and say which sentence(s): • •

describe(s) a possible alternative action in the past but which did not happen criticise(s) a mistake in the past

1 We could have concentrated on supporting them. 2 We should have concentrated on supporting them. 3 We might have concentrated on supporting them.

C Work in pairs. Take turns to describe a situation which could have been more successful and then explain to your partner what you should, would, could or might have done differently.

Unit 7 Employee development and performance review

a You are going to listen to another part of Cindy’s review meeting with Ian. In this part of the meeting, Ian wants to ask Cindy about her work in the coming year. In pairs, look at Cindy’s notes for the meeting and discuss the following questions. 1 What difficulties do you think the office move might cause to the task in the next 12 months? Make a list. 2 What could Cindy do to solve these difficulties? 3 What could she do to reduce the budget by 15%? 4 What could she do to help staff move from a training to a coaching culture?

v. budget cut by 15% + + strategy - w ove f r o m tr a in in g tQ WW to do this???

b ^7.5 Listen to Cindy and Ian discussing the issues in Exercise 14a and decide if the following sentences are true (T) or false (F). 1 It might not be easy to remind staff about training during the office move. Cindy plans to put the contact numbers of all staff into her mobile phone. 3 Ian thinks Cindy should recharge departments for non-attendance. 4 Cindy wants managers to help her find experts from the staff of Capo Verde International. 5 Cindy has created a plan to help managers introduce more coaching. 2

C ►7.5 Cindy and lan use different verb forms to talk about the coming year. Listen again and choose the verb form they use in the meeting. 1 The office move to the other side of the city will cause /is going to cause some disruption. 2 What difficulties do you think it will cause / is going to cause? 3 People will forget/ might forget or not turn up to programmes ... 4 I’ll talk / ’m going to talk to our director and see if she’ll have / might have a word ... 5 I think that will be / is going to be the smartest way to deal with it politically. 6 It’s a great idea, but how will you ensure / are you going to ensure that it actually happens ... ? 3 You are going to role play an employee development review meeting. In pairs, discuss the following questions. 1

2

What can the manager say to create an open and encouraging atmosphere? What can the manager say to create a positive atmosphere at the beginning and the end of the interview?

b Role play the development review. Think about your objectives and the progress you have made in your work or studies over the last six months. Then take turns to be the manager and the employee. Use the language you studied in Exercises 13 and 14c to help you.

Unit 7 Employee development and performance review

61

UNIT 8

liiETiBwmTil

Investigating a complaint Writing a disciplinary procedure Conducting a disciplinary hearing Dealing with a grievance

WM Investigating a complaint McCabe’s Scottish Marmalade, based in Dunfermline, Scotland, is a familyrun business that has been managed in an old-fashioned way for many years. Because the company has expanded, they have recently employed a professional personnel manager. 1

3 ► 8.1 Listen to a telephone conversation between Khalid Aziz Khan, McCabe’s Personnel Manager, and Stewie Dawson, Warehouse Manager, and answer the following questions. 1 2 3 4

b

What does Stewie want Khalid to do? Why does Stewie think this is a reasonable request? What reason does Khalid give for not doing what Stewie asks? What does Khalid want to do instead?

► s i Listen to the following extracts and complete the sentences. 1 We never had any problems w ith __________________ in the old days. 2 We have t o __________________ th e ___________________ and work to 3 We might even be able t o __________________ it without formal

In pairs, discuss the following questions. 1 What would you do if you were Khalid in this situation? Why? 2 Stewie claims that Robbie is often late for work. If this is true, what reasons might Robbie have for being late? What possible solutions, other than discipline, can you think of? Khalid wants to see if he can deal with matters informally. What are the advantages and disadvantages of this approach?

d

62

► 8.3 Listen to Khalid and Robbie discussing the situation and say whose side you think Khalid takes: the employee’s (Robbie), the manager’s (Stewie) or neither? Unit 8 Discipline and grievance

► 8.3 Listen again and answer the following questions. At the beginning of the meeting, what two things does Khalid suggest to encourage Robbie to talk? 2 Does Robbie agree that he is often late for work? 3 What effect has Robbie’s wife’s job recently had on his work at McCabe’s? 4 What solution does Khalid suggest might be possible? 5 What reason does Khalid give for not taking any formal action in the meeting? 6 What does Khalid say will happen next? 1

Look at the three questions below from the discussion and say which option (a, b or c) best describes their function. a to encourage Robbie to speak more freely b to confirm the facts of the situation in a way that is non-threatening c to show that Khalid is on Robbie’s side 1 Mr Dawson’s not happy with you? So you’ve given M r Dawson an explanation for your lateness? 3 And you’ve explained this to M r Dawson? 2

► 8.4 You are going to hear each question (1 -3 ) in Exercise 2a twice. First you will hear it as a statement and then as a question. Listen carefully to the difference in intonation. In pairs, practise pronouncing 1 -3 as questions. For each of the situations below identify: • •

a possible explanation a non-disciplinary solution

1 an employee who 2 an employee who 3 an employee who 4 an employee with 5 an employee with

is avoiding a particular task is in conflict with colleagues is performing poorly a high absence level low motivation

Writing a disciplinary procedure A disciplinary and grievance procedure is a document which sets out the rules for dealing with misconduct and unacceptable performance or behaviour. In pairs, discuss the following questions. Why do companies need a disciplinary and grievance procedure? Why else might they choose to have such a procedure? 3 What are the possible consequences of managing discipline without a formal procedure? 1

2

Unit 8 Discipline and grievance

63

b A rule o f conduct must state clearly what is expected of employees and what the consequences will be if it is not followed. Read the following eight rules of conduct and say which four are unsuitable. 1 Smoking anywhere in the building will be considered a disciplinary offence and receive a verbal warning. 2 You’re going to have to do better than this! 3 Frequent absence may result in disciplinary action being taken. 4 You must personally call your manager if you are unable to attend work. 5 Striking a colleague will result in immediate suspension and a disciplinary hearing. 6 Anyone found taking company stationery will be punished. 7 You should make an effort to follow the company dress code. 8 Failure to wear specified safety clothing on site will result in a written warning and a one-day suspension without pay. C Rewrite the four unsuitable rules according to the criteria described in Exercise 4b (A rule of conduct m u s t ...). In cooperation and consultation with McCabe’s Employee Representative, Khalid has written a disciplinary procedure based on guidelines provided by ACAS (The Advisory, Conciliation and Arbitration Service). ACAS is an independent organisation which supports employees and employers in the UK. 5

a

Look at the disciplinary flowchart on page 91 that Khalid has designed and complete it with the words in the box. Use the glossary (pages 1 2 2 -1 2 7 ) or a dictionary to help you. appeal letter

final guidelines hearing misconduct record verbal

investigatory written

b Look at the completed flowchart and say what the process would be fo r the following situations. 1 an employee who refuses to follow his line manager’s orders 2 an employee who has been caught stealing money 3 an employee who often makes expensive accounting errors C Khalid has also w ritten a disciplinary policy and procedure document (on the opposite page). Complete extracts A -D of the document, using the words provided in the boxes fo r each part. Use the glossary (pages 1 2 2 -1 2 7 ) or a dictionary to help you.

d

In pairs, discuss the following questions. 1 Why is it a good idea to give an employee written details of his or her (alleged) misconduct? 2 What is a suitable period of notice to prepare for a disciplinary hearing? 3 What is an appropriate location for a hearing? 4 What are the benefits of allowing the employee to be accompanied by a colleague or representative for: a the employee? b the employer?

64

Unit 8 Discipline and grievance

accordance follow give irrespective make provide undertakes

Policy statement The Disciplinary Code has been written l n ( 0 ----- — ---------------------with ACAS Guidelines and consultation with employee representatives.The company

breaches counselling verbal written

issue

Types of corrective action The company may take a range o f actions depending upon the nature and ( 1 ------- — --------------------o f the problem. These cover:

® ---------------- --------------- - to act in a fair and just manner (3 )_____________ ______

Non-disciplinarv

o f age, race, religion, gender; sexuality or disability.

W here appropriate, training or

Expectations Employees can expect that the company will: ^ ^ --------------------------------employees aware o f the disciplinary code

severity

( 1 ------------------------------may be offered to deal with performance issues. Informal Managers and supervisors have the right to ( 15 ) _________________ ___ ( 1 —----------------------------- warnings which do not form part o f the formal disciplinary process. Formal

----------------- the company ^ ® code when dealing with disciplinary matters

For more serious o r persistent

>(' 6-)

( 1 ---------------------------- — o f conduct, the company may use the following:

-----------— C l employees with details o f their transgressions

>(7)

employees the opportunity to defend themselves

^ disciplinary hearing ^ 0 ® )------------------------------ warning ^ final warning dismissal.

company property disciplinary code duties reasonable instructions specified standards

The company expects that employees will: |> be aware o f the ( 8 )----------- |> act in accordance with its principles > not break the law in the course o f their

(9 )

----------------------

> not damage o r remove

(10). carry out all (I I ) ------------------ t> treat customers and colleagues with respect ^ carry out their w o rk to

( 12) -------

commensurate consider emerges ignored influence right

Employees have the

(19).

. to appeal:

. that t> if they (20) the punishment is excessive and not ( 2 1) ______________________ with the offence t> if new evidence

(22) ----(23).

. that could . the decision

!> if the employee believes that the correct disciplinary procedure was

(24)

-•

Use the model above to w rite a disciplinary policy and procedure document fo r your organisation or an organisation you know well. Unit 8 Discipline and grievance

65

Conducting a disciplinary hearing James Ashcroft, an employee at McCabe’s, is in a disciplinary hearing with the Personnel Manager, Khalid Aziz, and the Employee Representative, Len Dickinson. ► 8.5 Listen to an extract from the hearing and decide if the following statements are true (T) or false (F). 1 2 3 4 5 6 7 8

Khalid Khalid Khalid James James Khalid James James

greets both men using informal language. explains the purpose of the hearing using formal language. explains that he will mainly talk to Len Dickinson. denies sleeping while on the night shift. told the shift leader that he had a problem. has evidence which suggests James may not be telling the truth. agrees with Khalid’s summary of the hearing. has had a disciplinary hearing once before.

During the hearing, Khalid uses questions similar to those you studied in Exercise 2. Why do you think this is? Do you agree with the use of this type of question in a disciplinary hearing? Why (not)? Based on what you have heard, say which of the following actions you think is most appropriate? Why? training/counselling

verbal warning

written warning

final warning

dismissal

► 8.6 Listen to the conclusion o f the meeting. Which action does Khalid take with James? Based on what you have heard, is there information from James’s hearing th at Khalid might want to investigate further? ► 8.6 Khalid uses formal language to explain his decision to James. Match the beginnings of the extracts (1 -6 ) to the endings (a-f). Then listen again and check your answers. I appreciate your acceptance of the charge. However, - !

I've therefore decided to

!

I t w ill be effective from that date and As long as there are no further breaches of contract during the next six months,

)

3 5c

you have a week to do so. w ill remain on your record for six months. it doesn't alter the fact that sleeping on duty is a serious matter.

d

issue a formal written warning.

i

I f there is a repeat of any misconduct,

e

i t w ill lead to a further hearing.

i

I f you wish to appeal against the decision,

f

it w ill be removed and not taken into account in the future.

In pairs, role play a disciplinary hearing based on the situations described in Exercise 5b. Take turns to be the employee and the HR Manager. When you are the HR Manager, follow the advice in the box. Use questioning intonation as appropriate (see Exercise 2). Use open questions (e.g. Why ... ?, W hat... ?} to gather information. Use phrases like Can I ask ... ? to sound less aggressive. Encourage the other person by offering them the chance to say more.

Unit 8 Discipline and grievance

Dealing with a grievance In addition to a disciplinary procedure, employers also have grievance procedures. A grievance procedure describes the process an employee should use to make an official complaint about his or her work, colleague(s) or manager(s).

9 a

In pairs, discuss the following questions. 1 Why do companies need a grievance procedure? 2 What sort of grievances might an employee have?

b Match the possible causes of grievances (1 -8 ) to their definitions (a-h). working hours grievances pay grievance discrimination sexual harassment managerial bullying

\

a

ignoring someone or not giving them the same opportunities as other workers

b

unwelcome actions, behaviour or comments of a sexual nature

1C

d

^ e

making someone's life at work so unpleasant that they decide to leave their job not giving someone a bonus they should receive or reducing wages unfairly giving someone a schedule or shifts unfairly

client bullying

f

exclusion

g

using a position of power to victimise a subordinate

constructive dismissal

h

being treated by customers in a violent or abusive manner

treating someone differently because of their race, religion, gender, disability or sexuality

C Grievance procedures have many common elements with disciplinary procedures. Read the following statements and choose the best alternative fo r each one. 1 2 3 4 5 6

10

a

It’s better to try to deal with a grievance informally / formally. Any allegations made should be general / specific. Complaints should be made in writing / in person. A formal hearing will / will not form part of a grievance procedure. Employees can / cannot be accompanied by a colleague or representative. It is possible / not possible that a grievance may lead to disciplinary action being taken.

Read the email from Jenny McKinsey, McCabe’s M arketing Manager, to Khalid Aziz and answer the following questions. 1 Why does Jenny put her complaint in writing? 2 Who is she complaining about? 3 What is she complaining about? 4 What does she want to happen? 5 What will she do if Khalid doesn’t take action?

Dear Khalid, I am emailing you because I want my views to be on record and acknowledged. I want to complain in the strongest terms about my manager, the Sales Director, Bill Wallace. Since I started work here, he has done everything possible to make my life hell. Although sales have risen dramatically since my arrival, he constantly criticises my work. He is rude and sexist and I think this victimisation is an attem pt to constructively dismiss me. I believe his behaviour is not just unacceptable but also illegal, and I hope th a t you will advise him about this so he stops. If not, I will have to consider taking private legal advice. I look forward to your prompt reply. Yours sincerely Jenny McKinsey

Unit 8 Discipline and grievance

67

b

In pairs, discuss the following questions. 1 What do you think Khalid should do next? 2 Which of the following should Khalid include in a written reply to Jenny? a a formal acknowledgement that he has received her email b an agreement that Bill’s behaviour is unacceptable c a summary of Khalid’s understanding of the situation d a brief statement of what action he proposes to take e a confirmation that Khalid will discipline Bill

C Read Khalid’s reply to Jenny and underline the parts o f the email which express the options (a-e) from question 2 o f Exercise 10b. Which options are not expressed?

d Using Khalid’s email as a model, w rite an email replying to a grievance based on one of the issues in Exercise 9b.

11 a

► 8.7 Listen to the firs t pa rt o f an informal meeting between Bill and Khalid and answer the following questions.

Dear Jenny, Thank you for your email o f 12th June fo r w hich I acknow ledge receipt. I understand from your email that you are unhappy w ith the behaviour of your manager, Bill Wallace. Your aim in writing is to stop the alleged behaviour o r otherwise you may feel obliged to consider legal action. I take the m atter very seriously and in the first instance I will c o n d u ct an informal investigation. After this, I will invite both o f you to an informal meeting with m e to discuss if and how the m atter could be resolved. I will be in touch again within 48 hours. Yours sincerely

1 Is Bill surprised by the complaint Khalid Aziz against him? 2 How does Bill describe Jenny? 3 How does Bill refer to all his female colleagues? 4 What does Bill say about the quality of Jenny’s work? 5 According to Bill, what does Khalid suggest the grievance is about?

b ^8.7 Listen again and identify words or phrases that might be considered: •

racist

•

sexist

C In your opinion, is Bill’s behaviour acceptable or should it be challenged? Why (not)? d

Bill uses the term ‘PC’ (politically correct). In pairs, discuss the following questions. 1 What does ‘PC’ / ‘politically correct’ mean? Think of examples. 2 Do you think politically correct behaviour belongs to global culture or only Englishspeaking cultures? 3 Do you think a workplace can be too PC?

68

Unit 8 Discipline and grievance

12

a

Read the beginnings of five questions below that Khalid could ask Bill in the next pa rt o f the conversation. Which questions: a would be inappropriate in this situation (and why)? b look at feelings? c look at facts or practical aspects of the situation? 1 2 3 4 5

Does it seem to you th a t... ? What would you do if you were ... ? Have either of you spoken a b o u t... ? Does it make you feel powerful when ... ? Do you think it would be possible to have a dialogue ... ?

b ►8.8 Listen to the next pa rt of the conversation and say which questions from Exercise 12a Khalid asks. C In pairs, discuss the following questions. 1 What do you think of the way Khalid deals with Bill? 2 a Do you think the situation with Jenny and Bill can be resolved without going to a formal grievance action? Why (not)? b Even if it were possible, would it be desirable? Why (not)?

d ►8.9 Jenny and Bill agree to hold an informal meeting with Khalid to see if they can resolve the ir differences. Listen to the firs t part of the meeting and answer the following questions. 1 2 3 4

What is Jenny most unhappy about? Does Bill criticise her work in the meeting? Does Jenny want to become Sales Director? Whose side, if either, does Khalid take?

e ►S.S A t the end o f this part o f the meeting, Khalid pauses to make a summary of the meeting so far. Listen again and make notes summarising the situation from: • •

f

Use your notes to suggest how Khalid could complete the following sentence beginnings in an appropriate style. 1 2 3 4 5

13

Jenny’s point of view Bill’s point of view

As I understand it, ... According to Jenny, ... Bill has confirmed t h a t... We all agree th a t... The main issue seems to be a b o u t...

In groups of three, role play the next part of the meeting. Take turns to be the Personnel Manager (Khalid), the M arketing Manager (Jenny) and the Sales Director (Bill).

Unit 8 Discipline and grievance

69

UNIT 9 Evaluating a reward system Writing a reward strategy Introducing a new reward system

Evaluating a reward system 1 a

Read the following definitions of the roles of pay and rewards. In pairs, discuss the questions below. c o m p e n s a tio n

the employee gives his/her time

freedom

the employer com pensates him /her w ith a pay JJn LII exchange, ----. and rew ards package. 'a i d

the employee

re' 3add d Jvalue Ï J Zto a “ " “ fes “ ’ * ‘S m “ * the or and ” he/she is rewarded.

* * * »■ > * tu .

1 In your opinion, which definition most accurately describes the employment relationship? Why? 2 Why would an organisation want to evaluate its reward system? 3 How frequently should the reward system be evaluated? 4 What are the advantages and disadvantages of evaluating a reward system: a internally by the HR Department? b externally by a consultancy?

b Match the phrases related to evaluating a reward system (1 -8 ) to their definitions (a-h).

70

l

reward element

a

a system to provide extra financial rewards for better than average performance

2

benchmarking

b

assessing the complexity, responsibility and worth of a position

3

spinal point

c

a process for collecting employee feedback

4

job evaluation

d

an increase in a job's pay grade without an increase in responsibility

5

employee survey

e

comparison with other similar organisations or jobs

6

grade shift

f

the balance of pay and rewards in exchange for work

7

bonus scheme

g

a place on a pay scale representing a pay increment

8

employee value proposition

h

one part of a total pay and rewards package

Unit 9 Reward management

BelleBank, an international bank with its head office in Brussels, has just appointed a new country HR Director, Dirk Woulters, to its operation in Poland. 2

a ► 9.1 Dirk is meeting the Remuneration Manager, Jacek Krol, to discuss the reward system. Listen and say which phrases from Exercise 1b (1 -8 ) you hear them discuss.

b

►9.1 Listen again. Are the following statements true (T) or false (F)? 1 2 3 4 5 6 7

3

a

According to Jacek, the board is unhappy with the reward system. The reward system in BelleBank Poland is reviewed annually. According to Jacek, the external consultancy has been effective. Benchmarking shows BelleBank is one of the best employers in Poland. Dirk wants more proof that the current system is value for money. Jacek agrees that it is important to get feedback from the employees. Jacek speaks to Dirk rather informally during the meeting.

Dirk asks Jacek to design an employee reward attitude survey. Read the following questions and then in pairs, decide if each question is appropriate or inappropriate, and say why. 1 2 3 4 5 6 7 8 9 10

Do you feel fairly rewarded for your work? Do you understand how the bonus scheme operates? Would you like a pay rise? Are you aware of your non-financial rewards? Do you understand the overtime payment system? Do you think non-financial rewards are important? Do you think that the directors are overpaid? Are you satisfied with the company healthcare plan? Is the payroll administration efficient? Do you get enough holidays?

b W hat are the advantages and

BelleBank

disadvantages of using closed questions in a survey? C Read the introduction to Jacek’s survey and answer the following questions. 1 What is the purpose of the survey? 2 What should employees do after they complete their survey? 3 Is it necessary to include their name on the completed survey? 4 What two important pieces of information has Jacek not included?

Pay and reward system employee survey

D ear Employee, In order to ensure th at BelleBank’s reward system is effective and rewarding, we w ould be m ost grateful if you w ould take a little time to com plete the brief survey below. Surveys can be returned as an email attachm ent or p rinted and returned anonym ously to one o f the boxes outside the Personnel Office on the 10th floor. T hank you, Jacek Krol .......... Pay and reward system

Statement

d Rewrite the appropriate direct questions from Exercise 3a as statements fo r Jacek’s survey. Use the model in statement number 1 to help you.

Employee survey

For each statem ent below, say to w hat extent you agree.

1.

strongly agree

agree

partially agree

disagree

strongly disagree

I feel fairly

rewarded for my work. 2.

Unit 9 Reward management

71

Read the survey results below and answer the following questions. 1 2 3 4

What is the response rate to the survey? What reasons can you think of which could explain the rate? Would you be satisfied with this rate if you were Jacek? Which parts of the reward system are employees a most satisfied with? b least satisfied with? 5 Which other parts of the system could be improved?

Pay and reward

Employee survey

s y s t e m

Results

Responsesfo r returned surveys - 1 8 9 respondents - 2 2 % o f workforce

Statement

strongly agree

agree

partially agree

disagree

strongly disagree

1.

I feel fairly rewarded for my work.

7%

24%

35%

19%

15%

2.

I understand how the bonus scheme operates.

2%

16%

29%

12%

41%

3.

I am aware of my non-financial rewards.

12%

32%

44%

8%

4%

4.

I understand the overtime payment system.

8%

14%

23%

39%

16%

5.

I think non-financial rewards are important.

10%

18%

45%

18%

9%

6.

I am satisfied with the company healthcare plan.

35%

42%

16%

6%

1%

7.

The payroll administration is efficient.

78%

12%

8%

2%

0%

Read the summary o f focus groups conducted by Jacek and answer the following questions. 1 What reasons does the summary give for the things the employees are: a most satisfied with? b least satisfied with? 2 What recommendation does the focus group make? 3 What two expressions are used to describe non-financial rewards?

Unit 9 Reward management

Rewards Focus Group Summary The focus group recognised th at H R was a well organised and well managed departm ent and that this could be seen in the efficiency o f the payroll system. People felt th at the com pany healthcare provision, w hich also covered family mem bers, was excellent, along w ith leisure cards for access to sw im m ing pools and gyms. The focus group also saw th at the com pany was doing a lot to extend indirect benefits as well as m aking the com pany an enjoyable place to work. The m ajority o f the group see the training program m e, including language training, as a perk. However, everyone agreed th at the current PRP (perform ance-related pay) system was terrible and th at the bonus scheme was particularly unfair. O n average, only 5% o f people actually receive a bonus and therefore it demotivates 95% o f employees. Everybody wants the bonus scheme to be ended.

Work in small groups. Role play a discussion about the results of the survey among members of BelleBank’s HR Department. Discuss the results of the employee survey (Exercise 3e) and focus group (Exercise 3f), identifying strengths and weaknesses of the current system and making suggestions fo r the future. Use the phrases in the box to help you. Useful language Discussing positive results The good news is (that) ... it’s good to see (that) ... I'm pleased to say (that) ... Discussing negative results The greatest cause for concern is (that) ... The most worrying factor by far is (that) ... It’s disappointing to see (that) ... Giving reasons This can be explained by ... The reason for this is (that) ... It’s worth noting (that)...

Writing a reward strategy Read this quotation and discuss the questions below. 4‘ W

I * « t

g

e

t s

r e

w

a

r d

e

d

g

e

t s

d

o

n

e

. "

1 Do you agree with the quotation? Why (not)? 2 What kinds of inputs (things that people do) and outputs (results of activities) can an organisation reward? 3 What are the advantages and disadvantages of a PRP (performance-related pay) scheme? Complete the table of financial and non-financial rewards with the words and phrases in the box. autonomy bonus flexible benefits flexible working hours leisure card participation in decision making share ownership work-life balance Financial rewards •

basic salary

«

Non-financial rewards •

training

G

• • • ®

car medical cover

• •

•

profit share

•

pleasant working environment

•

®

career development

O

What are the benefits of non-financial rewards to: • •

the employee? the employer?

Unit 9 Reward management

73

BelleBank Poland’s country HR Director, Dirk Woulters, has decided to replace the current PRP (performance-related pay) scheme with a total reward approach. A total reward approach describes all financial and nonfinancial elements o f an employee’s reward package. The new approach will be presented to all employees in Dirk’s reward strategy document.

6 a

Read D irk’s overview of the reward strategy document and decide if the following statements are true (T) or false (F). 1 HR used staff comments and suggestions to inform the new strategy. 2 Basic levels of pay will increase as a result of the new system. 3 In the new system, employees who are on the same grade but who work in different departments will receive the same salary. 4 Ail staff must work the same number of hours in the new system. 5 Travel and communication costs will be paid for some employees. 6 The new system will be better for employees with children. 7 PRP will exist alongside the new system.

BelleBank Reward Strategy Overview Introduction

Additional benefits

The strategy has been developed through employee consultation. It takes into account corporate objectives o f profitability and the desire to foster innovation.

All employees will receive additional benefits in the form o f healthcare and sports club mem bership. Additionally, some staff will be entitled to a com pany car, laptop and mobile phone.

Reward strategy statement

Non-financial elements

The aim o f the strategy is to set o u t the aims and objectives o f the pay and rewards system, the criteria upon w hich it has been developed, and how the system will be adm inistered. The com pany will be taking a total reward approach, w hich incorporates all aspects o f reward.

BelleBank will also seek to develop non-financial rewards in the form o f options for hom e working, flexible benefits and preferred office space.

Basic pay criteria

Basic pay levels have been established through research and reference to industry norm s. BelleBank will seek to improve its position in the wages benchm arking table through increased profitability. Grading

O ver the next year, the current grading system will be simplified. The num ber o f grades will be reduced, as will the num ber o f spinal points between grades. The com pany will operate a single spinal colum n system, w ith all rates being published on the intranet. Additional payments

A dditional paym ents will be made to employees who w ork on national holidays in order to accom m odate international clients. O vertim e, shift w orking and special duties will also attract additional pay.

74

Unit 9 Reward management

Attraction and retention additions

BelleBank reserves the right to offer additional incentives to attract hard-to-recruit workers or retain employees in areas where there is a skill shortage. This will be in the form o f a lum p sum or loyalty bonus. Performance pay and incentives

The com pany has decided to discontinue the current perform ance pay system and is currently investigating an alternative w ith an employee share option and profit share scheme. Equality statement

The com pany will make every effort to ensure that the reward system does n o t discrim inate against any group o f employees, and will carry o u t annual equality audits.

In pairs, discuss the following questions. 1 How will BelleBank Poland make sure that the new reward system is fair? How might an employer discriminate against part of its workforce through its reward scheme? 3 What can an organisation do to prevent discrimination?

2

W ithout looking at the overview, complete the collocations (in bold) in the following extracts with the words and phrases in the box. basic pay Levels

1 2 3 4 5 6

number

staff

strategy

system (x2)

The____________ has been developed through ... ... how th e ____________ will be administered. have been established through ... Over the next year, the current grading____________ will be simplified. The____________ of grades will be reduced ... Additionally, some____________ will be entitled to a company car, laptop and mobile phone.

Answer the following questions about the collocations in Exercise 6c. 1 Which verbs are in the present perfect passive? Which verbs are in the future simple passive? 3 Why do you think the passive voice has been used here? 2

The following sentences are not appropriate fo r a reward strategy document. Rewrite them in a more appropriate style, using the passive of the present perfect or future simple. 1 We asked the staff questions before we did this strategy. I’m going to explain in this document how HR is going to organise the new reward system. 3 HR has made a new grading system for the company. 4 Emma and Dan in HR are going to make the system we’re using now less difficult. 5 Some of you can get a company car if you ask for one. 2

W rite an overview of a reward strategy document for your organisation or an organisation you know well. Use the model and language you studied in Exercise 6 to help you.

Unit 9 Reward management

Introducing a new reward system 8 a

In pairs, discuss the following questions. 1 What factors could influence the success or failure of the introduction of a new reward scheme? 2 What can HR do to ensure the introduction is successful? ► 9.2 Listen to part o f a conversation between Dirk and Jacek and decide if the following statements are true (T) or false (F). 1 2 3 4 5

The board has not approved the new reward strategy yet. Dirk asks Jacek to file the reward strategy with other policy documents. According to Dirk, it is necessary to formally present the strategy to all staff. Jacek has some doubts about briefing all the staff. Dirk suggests that managers could be asked to help HR present the new strategy. 6 Dirk would like Jacek to prepare additional information for managers. ► 9.2 During the conversation, D irk and Jacek discuss a number of suggestions. Match the beginnings of the extracts (1 -8 ) to the endings (a-h). Then listen again and check your answers.

9 a

I'll file i t ------

then?

So maybe an email

but maybe just manager briefings would be better,

That would be a s ta r t1

but you know people don't always read their internal mail,

Some briefings

for reference with all the other policy documents,

That's one way

listing key points?

I could

put it on the intranet.

I think that

prepare some additional information for managers to hand out, too.

Let's just

would create a lot of work and waste resources.

Read the first pa rt of Jacek’s d ra ft email about the new reward strategy and say what the purpose of the message is. 000 All staff Jacek Krol subject

.. Message from H R

The HR Dept announces the following information: W e’ve done a review of our rewards system. We did it in consultation with all the people who work here and we thank you for your feedback. The PRP bonus scheme has been dropped. We’re going to change this for a Profit Share Scheme.

In pairs, look at the firs t part o f the d ra ft email again and answer the following questions. 1 Is the style of the email appropriate? Why (not)? 2 If not, how could Jacek improve the email before sending it?

76

Unit 9 Reward management

r

Complete the final d ra ft of the firs t part o f Jacek’s email below with the words and phrases in the box. announcement complete completed discontinued employee employees has been helpful and informative important pleased to provide reward scheme shortly the most significant change is that would like to © o o ♦

* Send ........

♦

» .

To..

All staff

From...

Jacek Kröl

.... Subject...

a)

frnm HR

- an (2)

D ear ( 3 ) ___________________ . a n n o u n c e th e fo llo w in g

T h e HR D e p a rtm e n t is (4). ( 5 ) -------------------------------------•

. in fo rm a tio n :

A ( 6 ) ___________________

. re vie w o f th e re w a rd s sy s te m (7). . in c o n s u lta tio n w ith

c o n d u c te d . T h is w a s (8 (11) ----------------------------------------

• (12) -------------------------(1 3 )--------------------------------------

. a n d w e ( 1 0 ) ___________________________ _ fe e d b a c k .

. th a n k yo u fo r y o u r

_ th e c u rre n t P R P b o n u s s c h e m e has b een _ . W e h o p e to re p la c e th is w ith a c o m p a n y -w id e

Profit S h a re S c h e m e a n d w e w ill (14)

___________________________ y o u w ith d e ta ils

( 1 5 ) ---------------------------------------------------

Look at the completed d ra ft and say which words and phrases (1 -1 5 ) make it: • •

more positive or enthusiastic? more formal and polite?

Rewrite the second part of Jacek’s draft email below in a more suitable style. Use the words and phrases in the box to help you. a wide range furthermore

update conclude

bear in mind feel free to contact further information log onto plan simplify be required to wilt include

H e re ’s m o re ne w s. W e are g o in g to m a k e th e g ra d in g s y s te m sim pler. T he re w ill b e p le n ty o f b e n e fits in th e to ta l re w a rd s p a c k a g e . G o to th e in tra n e t fo r details. M a n a g e rs - rem em ber, y o u m u s t d o b riefings. T h a t's all fo r now , let m e k n o w if yo u nee d a n ything . Jacek

10

a

In pairs, look at the overview of the reward strategy document you wrote in Exercise 7. Then discuss the best way of informing staff about the reward scheme. Use the language you studied in Exercise 8c to help you.

b W rite an email in an appropriate style informing the staff about the new reward scheme. Use the language you studied in Exercises 9c and 9e to help you.

Unit 9 Reward management

77

UNIT 10 • • • •

Creating an HR brand Communicating the brand message Negotiating service level agreements Developing a consultancy role

Creating an HR brand 1 a

Many products and services have a clear brand identity. Match the collocations with the word brand (1 -6 ) to their definitions (a-f). brand mission-------!

brand personality

a V . b

how we picture the brand the aim of the brand

> brand platform

c

i-

brand tone

d

the manner in which the brand is communicated

i

brand values

e

the moral qualities that the brand represents

i

brand vision

f

the overall process for designing the brand

the human characteristics of the brand

Organisations are beginning to see the benefit of branding HR. In pairs, discuss the following questions. 1 How could branding apply to HR? 2 Why would an organisation want to brand its HR Department? Real-Time Consulting is a Zurich based international company specialising in providing real-time technology solutions for a range o f construction and manufacturing processes.

2 a

► 10.1 HR Development Manager Paula Abruzzi is discussing branding with Head of HR Bernhard Klos. Listen to the firs t part of their conversation and decide if the following statements are true (T) or false (F). 1 Paula and Bernhard are both keen on the idea of branding the HR Department. 2 According to Bernhard, the branding process begins with finding the right tagline. 3 Bernhard explains the need to link the HR brand to the company’s brand. 4 Bernhard would like to change the way HR works.

78

Unit 10 HR branding and consulting

► 10.1 Match the beginnings of Bernhard’s explanations of HR branding (1 -6 ) to the endings (a-f). Then listen again and check your answers. 1

Yes, I think it's important that our services —n.

2

It's part of a much bigger process

a \ b

starting with corporate strategy. the brand in a short phrase.

3

Well, HR exists within

c

4

We need to be clear how

d

and move towards an internal consultancy approach. are clearly defined and presented in the right way.

5

A tagline can describe

e

the context of corporate objectives.

6

I want to modernise our service

f

HR contributes to these objectives, and that defines our role.

Bernhard explained the importance o f corporate objectives to the branding process. In pairs, look at Real-Time Consulting’s objectives and answer the questions below. • • •

To be the European market leader in real-time technology solutions To respond quickly and decisively to changes in the market To maintain and develop a highly skilled and dynamic workforce

1 Why is it important that the HR brand reflects corporate objectives? 2 Which of the objectives do you think is most relevant to HR? Why? 3 Which three words would you pick from the corporate objectives to help form an HR brand? 3

3

b

As pa rt o f the branding process, Paula has created a survey to gather opinions about how employees perceive the HR Department. Ignoring the underlined words fo r now, look at an extract from the survey and answer the questions for your organisation or an organisation you know well. The underlined words show the main results of Paula’s survey of employees. In pairs, look at the words and discuss the following questions. 1 What do the results of the survey tell you about Real-Time Consulting’s HR Department? 2 Do the results suggest that the HR Department is meeting its corporate objectives?

*hth mkZtu Zfke” Policeman

IeS

A d viso r S ervant

f" HR

Pa t

mner

2 L o o k at th e se w o rd s anrl ^

“

descry yourK ^m er

affiroachable consultative

“

e ffic ie n t

proactive

reliable

S T "

:sr

responsive

B

react/ve satisfactory

C ►l0.2 Listen to a conversation between Bernhard and Paula about the results of the survey. Which words from the survey do you hear them say?

d

► 10.2 Listen again and answer the following questions. 1 2 3 4

How do Paula and Bernhard feel about being seen as administrators? Which quality do employees appreciate most about HR? What information will be shown in a ‘service portfolio table’? What is the main purpose of the ‘service portfolio table’?

Unit 10 HR branding and consulting

79

a

Paula has summarised the main components o f their HR service portfolio into the following table. In pairs, give the full descriptions for the five highlighted abbreviations in the table. Key services

payroll D&G R&S

Development activities

skills and knowledge management hum an capital management succession planning

Business partner role

advisor strategic partnering internal consultancy

Service delivery methods

administrative procedures F2F self-service H R

Contracting with departments

acting as service provider SLAs KPIs

Complete the following definitions using words or phrases from the right-hand column of the table above. 1 2 3 4 5

5 a

developing employees to replace senior managers who will leave playing a key role in developing corporate strategy providing services in a way that employees can access them themselves the process of maximising the asset value of the workforce the process of working more as an advisor than a provider of services

► l0.3 Bernhard has created a model o f the brand platform . Listen to part o f a discussion about the model between Bernhard and Paula and answer the following questions. 1 Which parts of the model are mentioned? 2 Which types of customer are mentioned?

80

Unit 10 HR branding and consulting

► l0.3 Bernhard discusses different aspects of the brand platform . Match the sentence halves and then listen again and check your answers. 1

The brand platform is

a

a vision saying customers enjoy using our services?

2

The logical starting point is

b

made up of these five components. the brand mission.

3

Our mission is

c

4

What image do you see

d

to provide a totally customer focused service.

5

What about

e

when you think of our customers using our service?

Paula asks: ‘Can you enjoy an HR service? Surely it’s just functional?’ In pairs, discuss how Bernhard might answer her questions. The brand platform model can be presented as a table which can be referred to when creating and communicating the brand. Complete the table drawn up by Paula with the words and phrases in the box. are enjoying are leaving considerately innovative qualities see to provide

w ill use impartiality w ill create

Brand element

Description

Key statement

Platform

How we H 1 the brand

The brand design process we

O ur fundam ental aim

( 3 ) .................

Mission

(2)

a totally customer focused

service Vision

How we (4i brand in action

the

Values

W hat we believe in and represent

Honest.v. trustworthiness. (7) selflessness

Personality

The brand character - if it was a person, what (8) ... would s/he have?

M odern, (9) ...... creative, energetic, fresh, original

, lively, dynamic,

Tone

The m anner in which messages are communicated

Warm IV ( 10) imaginatively

, sofTieYiTnes d struggle to keep up). 3 Investment in training has made the company m arket leader (well ahead o f our competition). 4 Yes, he does (I ’m rig ht behind training and I'll back it up with money). 5 He would like to prepare them for more senior roles [very soon they will have to take on more senior roles). c

2d

3b

4a

5c

d

more informal: 2, 3 more formal: 1, 4, 5 gives us a few difficulties - causes some difficulties are all pretty good - are stable/ satisfactory Michael and I guess that - it is believed/expected th a t are gonna - will cut back on - reduce/limit 3 f

4 h

c a didactic, as it is one-way information giving b on-the-job training, as an experienced colleague can provide immediate assistance c mentoring, as a senior manager will be able to provide the right level of knowledge and guidance d on-the-job training, coaching or training course - all could produce improvements 6 a

3

5a 2 g 8 a

5 coaching - Advantages: offers a support process for self-discovery. Disadvantages: may not be directive enough for some people. 6 mentoring - Advantages: provides an opportunity to gain wisdom from an experienced colleague. Disadvantages: m ight make less experienced people feel nervous. 7 training course - Advantages: very cost-effective at meeting the training needs of a number of people at the same time. Disadvantages: may be a compromise of different people’s needs and not fully meet any. 8 didactic teaching - Advantages: effective for giving, specific information. Disadvantages: not interactive, may be boring.

5 e

6b

7c

1 Training course Suggested answers 2 uninterested, impolite/rude, unhelpful 3 interested, serious, thoughtful d

1 2 3 4

Concrete experience Reflective observation Abstract conceptualisation Active experimentation

e By giving a practical example from personal experience. 8 a

b Suggested answers 1 on-the-job training - Advantages: offers immediate workplace guidance. Disadvantages: colleagues may not be effective as trainers. 2 self-directed study - Advantages: enables people to organise the ir own learning. Disadvantages: requires a lot of self-discipline. 3 e-learning - Advantages: ideal for people who prefer technology. Disadvantages: less suitable for people who don’t like technology. 4 blended learning - Advantages: offers the best of face-to-face and technology-based learning. Disadvantages: m ight be difficult to coordinate interpersonal and technological aspects.

1 2 3 4 5 6 7 8

Introduction Compulsory training Technical and academic development Soft skills training Excellent manager programme Ad-hoc requests To find out more Enrolment

b

The language is mostly formal because this is an official company document and includes instructions which employees must follow. However, it includes some informal language to sound more encouraging and friendly [Thanks fo r helping us ... / John Peters is o u r ... / Just because something is n o t ... / look out fo r our e m a il...).

c 1 2 3 4 5 6 7 8

assistance is available in-house development reviews explore the options be advised will be required to attend furthe r details modular course

9 b

1 corporate 2 team 3 interpret 4 delegate 5 understanding 6 coordinate 7 experience 8i errors 9 decisions 10 win-win 11 write 12 transition 1 1 a

Suggested answers 1 a Numerical data is easy to analyse but may not give sufficient detail. b Narrative data gives a lot of detail but takes more time and is harder to analyse. c It guarantees th a t they will be completed, but participants may give less considered answers if they are in a hurry to leave. d Participants have more time to think carefully about the value of the course, but they may not remember well, or may fail to complete the evaluation. b

1 Well - trainer interaction, course objectives, audio-visual aids, handouts and materials, overall rating of trainer. Not so well - lunch and refreshments, joining instructions, training facilities. 2 See Exercise 11 c. 1 2 a

1 To get information about evaluation (for the development strategy document). 2 A numerical form which includes a box for comments. 3 A t the end o f the course (not after). 4 The company changes the training provider. 5 It focuses on people’s perceptions (and is therefore not useful for measuring the im pact of training on the business). 6 Track evaluation (to see how training affects sales, productivity and customer feedback).

Answer key

113

b 1 2 3 4 5 6 7 ■

standard evaluation form number rating scheme; comments training providers course effectiveness perceptions course objectives return on investment H

la 1b

U n i t

5

2 c

3 a

b Suggested answers Coaching: 1 , 2 , 4 Mentoring: 5 Counselling: 3 c

Extract 1 mentoring Extract 2 coaching Extract 3 counselling d 1 2 3 4 5 6 7 8

What would you like to happen So how would you define I suggest you In what way? W hat do you think went well? Yes, that was excellent let’s see what our options are Yes, I can see it’s difficult. How; work Why; say Where; like When; feel Who; help

2a 1 The inform ation management system. 2 He is not sympathetic at all; he is very frustrated. 3 Remove emotions; focus on finding a solution. 4 He recommends including a scale of one to ten (to record Ole’s progress gradually). 5 It will take too much time. 6 Information on a coaching programme Chinua is developing.

b 1 2 3 4 5 6 7

d Suggested answers 1 Advantages: immediate, on-demand, natural, informal. Disadvantages: not everyone gets coached, may be inconsistent in quality, difficult to measure impact. 2 To have a consistent and high quality approach to coaching. 3a 2 g 8 d

3 e

4a

5 h

6 f

7b

b

e

1 2 3 4 5

2 pick sby’s brains: to ask someone who knows a lot about a subject for information or their opinion 3 get the hang of sth: to learn how to do something, especially something that is difficult to do or understand 4 If I’ve told sby once, I’ve told him/ her a thousand times: an expression used to describe a person who cannot do something correctly even after they have been given instructions or help 5 in an ideal world: an expression used to describe a hypothetical situation which is not possible in reality 6 give sth a go; to try or attem pt to do something (even when you know that it may not be successful) 7 get off: leave

caught pick get; hang once; thousand times in; ideal give; go get off

1 F - Managers are coaching their staff but the coaching may not be consistent. 2 F - Fergus says managing conference calls is a performance issue. 3 F - Fergus’s staff have to find out information when sales figures are down. 4 T 5 T 6 T 7 F - It can also be a colleague with specialist skills. 8 T

d 1 2 3 4 5

peer coaching role modelling instruction guided reading learner control and self-review

e

instruction, role modelling, learner control and self-review [reflection and self-assessment) 4a 1c 7 a

2b 8 c

3a

4b

5c

6b

c

Suggested answers 1 catch sby: to meet someone unexpectedly tha t you need to speak to

114

Answer key

c

1 Advantages: ensures everybody uses the same words and is consistent throughout the organisation. Disadvantages: could become very

mechanical and managers could use phrases w ithout really understanding them. 2 Advantages: managers become more involved and have to understand the language they use. Disadvantages: may lead to inconsistency if managers are not well trained or monitored. 6a 1 Totally unsuccessful. 2 a Hi b Best, Jim 3 It is informal, but this is normal in business correspondence between colleagues who are friends.

b 1 No. 2 No meetings to explain the mentoring process, no contract, no ground rules, no guidelines, incompatible partnerships, inappropriate relationship between mentor and mentee, people not having meetings when they were supposed to. 3 There was no adequate planning or training. 4 People stopped going to the meetings, c

Suggested answers Plan and prepare. Provide adequate training. Make participation voluntary. Give potential participants a chance to meet first and choose a mentor. Have a mentoring contract and agree rules. M onitor the scheme’s progress,

d 1 See Exercise 6e. 2 Suggested answers Advantages: clarifies roles and responsibilities, demonstrates commitment, increases likelihood of mentoring success. Disadvantages: signing a contract for a voluntary relationship may be uncomfortable for some people. e 1 2 3 4 5 6 7 8

Start date End date Purpose of mentoring activity W hat I expect from the mentee What I expect from the mentor Ground rules Problem resolution arrangements Meeting details

7a 1 The issues in (10): Focus of meeting:

b 1 It has got worse. 2 It makes Ole more confused.

" He will be angry and think Ole can’t do the job. He will understand why Ole is struggling. Look at previous coping strategies and apply them to this situation.

*5 ë

Eirç Kzre

t*e

c 2 8 e

U n i t

4 h

5b

6a

7 f

Recommend Provide challenging happen consideration understand Suggested answers Telling you that they have broken company rules or even the law. 2 By making it clear from the outset that this is problematic for the HR person and stopping the conversation immediately if a compromising situation is likely to occur. 3 When specialist counselling expertise or subject knowledge is required. 1 0 a

t

Do - 1, 5, 6, 7 Don’t - 2, 3, 4, 8

6

b

1 Advantages: it can drive and define excellence; people know what’s expected of them. Disadvantages: it could be bureaucratic, it can take tim e to gather data that is not used. Professional associations, employees, job descriptions, performance data. To increase comm itment and involvement.

9 a

-

3 a

l a

3c

Suggested answers Problems adjusting to the organisation or environment, financial problems, relationship problems, family deaths, stress, depression, substance or alcohol abuse. 2 It demonstrates th a t the organisation cares about its employees. It can help solve problems th a t have an impact on productivity and morale.

Cr

5 in the course of 6 enable 7 inform

Because it helps the client to understand the problem more clearly and to find their own solution.

“ ransfer back to Dubai because of the rpportunities tha t would give him, and because the move to Nigeria hasn’t .orked out, so it ’s tim e for a change. b Fergus is worried th a t his wife is unhappy. 2 She might be angry tha t he didn’t talk to her about it. 3 No. She doesn’t mind? Relieved? Do you? W hat do you think would be best? So you thought the return to Dubai would cheer her up? So is it just about work or are there any other factors involved? And you came with family?

Xiao Long’s reasons for: had success with previous employer, is dynamic, defines and drives excellence, defines minimum standards, defines expectations of high performance, staff understand what they are expected to do, achieves a culture of excellence. Andrew’s reasons against: bureaucratic, wastes time in gathering data which is never used, they already have customer care training, a lot of work, might be difficult to persuade staff that it is usefuf.

lb

2 b

1 Buy a ready-made competence framework (for the hotel and leisure industry). 2 They take ownership and it’s more meaningful. 3 It takes a lot of tim e and people with the same job will give the same answers. 4 It builds a more accurate picture, everyone is personally involved, individuals highlight different aspects (of the same job). 2 a

To explain the purpose of the interviews and how they will be conducted. A ‘reiterative process’ involves the employee in the process (crossreferenced and checked by you) and will therefore give HR a better understanding of each employee’s job (modify our understanding ... build up a complete and accurate picture o f each competence). More formal because this is describing an official obligation. feed in modify cross-referenced build up

4 b

4 a

1 F - Rebecca is not sure what Xiao Long wants but she has read the email. 2 T 3 F - Rebecca manages 'customers, employees and processes’. 4 T 5 F - Her job is to make sure that tasks are completed. 6 F - Not yet - Xiao Long needs more details.

b 1 2 3 4 5 6 7 8

time perceive group skills need saying correct helpful

c

a 6, 7

d

3 a

b 3, 4, 5

c 2

d 1, 8

6 a

All specific except 1 and 8.

b a 2, 6 b 4, 5 c 3, 7 7 a

See Exercise 7b.

b 2 A B C D E

e 3a 4b 5c Job title Competence Element Underpinning knowledge Performance standard

c

IE

2 E

3 C

4 D

b 3

c l

d 5

d

a 6

e 4

f2

e Suggested answers 1 Knowledge o f growing conditions of plants 2 Awareness of how to design landscapes (landscape design) 3 Knowledge of flower seasons and habits 4 Knowledge of gardening budget

Answer key

115

g

6 F - Xiao Long asks him to write an implementation plan.

1 There is insufficient information to define competent behaviour without them. 2 Specifically, what a competent person will be doing.

c 1 2 3 4 5 6

Suggested answers

8a Competence - 2 , 3 (satisfactory performance) Competency - 1 , 4 (excellent performance) b

Suggested answers Advantages: provides information on expected performance and provides a motivational higher target for employees. Disadvantages: may create uncertainty regarding which standard people should be working to; reduces the value of the minimum standard, identifying it as an inferior achievement. c 1b

2 c

3d

4 a

d 1 a b c d 2 a

each month all; ten can; is able to must To show tha t the statements apply to the competences of the job, not the qualities of a particular individual, b To describe the actions of one person in the job. c Because may, m ight and could suggest a performance standard statement is optional. A performance standard statement describes the ability to do something [is able to, can), a responsibility [meets, fulfils, etc.) or an obligation [must, should).

e

1 2 3 4

Must; all; equipment Is able; at least; must; massage organise; always Gathers; generates

10a Through observation, reference to documents, performance results and customer feedback b 1 F - Andrew has two more jobs before he finishes. 2 F - Xiao Long says they only need a general guide. 3 F - Xiao Long says a mystery shopper m ight suggest that management do not trust their staff. 4 T 5 T

116

Answer key

sources confidence assessment performance outcomes plan

11 Suggested answers 1 Advantages: can test and perfect model before going live and may help to ‘sell’ competence framework. Disadvantages: takes longer, results may only be true for the pilot group. 2 Because they want to continuously improve standards. 3 Demanding senior managers, competitive commercial environment.

6 By introducing a pilot scheme in the gardening and conference sections first. 7 By reviewing it every year to check for changes in the business and environment.

unit 7 i Suggested answers 1 To measure performance, decide on pay levels, set objectives, identify training needs. 2 It can be perceived as authoritarian, paternalistic or threatening. 3 Yes. It should describe the type of scheme and will influence how it is perceived by employees. 4 To respond to changes in business needs, organisational culture, management style, ownership, employment trends or FIR fashions.

1 2 a

Yes. Xiao Long’s web page explains what a competence framework is and offers links to more information for both managers and employees. Fie also summarises the stages in the implementation process of the framework to Putrajaya Paradise. 1 competence framework 2 competently 3 key competences 4 generic 5 job specific 6 elements 7 acceptable 8 competency 9 exemplary performance 0 performance statements 1 HR 2 skills and knowledge 3 Feed back 4 industry standards 5 pilot 6 Adapt 7 Launch 8 update 3 Manager: a, b, c, e Employee: a, c, d 1 3

Your report should include the following answers. 1 Competences define the actions and performance standards required of each employee. 2 To make clear to employees the standard of performance expected. 3 By including links to business goals and quality standards. 4 By interviewing employees to identify their competences. 5 Competence, Element, Underpinning knowledge, Performance standard.

2 a

1 2 3 4 5 6 7

Kaplan’s balanced scorecard performance indicators MBO cooling-off period developmental dialogue performance-related pay grandparent appeal process

b 1 Linda Evans prefers MBO - straightforward, effective, acceptable. Davindra Singh disagrees with Linda, thinks employees are not interested unless pay is involved, prefers PRP, which results in employee engagement. M aria da Silva thinks MBO and PRP don’t allow for employee involvement. She supports employee safeguards to protect against imposed objectives. Tomasz Kaminski prefers two-way dialogue - maximises motivation and potential. He thinks structured systems are bureaucratic. 3 Suggested answer Developmental dialogue would be appropriate to the culture of a green (and ethical) company such as Capo Verde. However, a management-byobjectives (MBO) approach would be appropriate for the construction industry (where objectives are specific and usually connected to a specific deadline). Therefore, an approach which included some parts of developmental dialogue and MBO might be best. c

2a 8 h

3 e

4b

5c

6 f

7d

Carry out a skills audit. 1 It would create an extra task that .-.ould delay implementation. : It may lead to resistance to change. - He agrees with Olga.

whether your audience use English as a firs t language or as a second or foreign language.) N ot everyone uses the same acronyms, even if they are working for the same organisation.

b

9 a

5a

b

1 and 3 describe a possible alternative action in the past but which did not happen. 2 criticises a mistake in the past. 1 4 b

1 2 3 4

skills audit delay; implementation resistance; change "act-finding mission gradual; phased pilot scheme rolling; out

1 3 5 5 7

b

7 a

Run briefing sessions, communicate the requirements of the reviews and explain their importance. 1 Conduct reviews for all staff within the first two months of the year. 3 Frustration and resistance, caused by time pressure and budget cuts. - Official and formal. b

1 3 5 £ 7

Please find attached ! am requesting that (HR Managers) Also stress that participation is compulsory I realise (this) may result in some frustration or resistance we are operating a cascade system

S a

I

3 -

5 5

Make room reservations for all briefing sessions and create an enrolment process. Identify key communication objectives and content for briefings. Email managers and employees with details of briefings and enrolment process. Prepare appropriate presentational material and prom pt cards. Send reminders near to the briefing sessions. Take a register of attendees and arrange additional briefings for people off work during planned briefings.

c C

2 R

3 B

4 C

5 R

e FR 6 1C

2 1C 7 FR

3 FR

4 1C

f b

2 d

3 a

4 e

1 T 2 F - Cindy is only putting in the numbers of departm ent managers. 3 F - Rik thinks recharging departments will work against them. 4 T 5 F - She would like to encourage managers to find their own solutions.

Jo Kim Carla Mike

5 c

9 If you are presenting to people who use English as a second or foreign language, r e y might not understand the m ulti­ word verbs you use. (The decision to ^se multi-word verbs should depend on

1 I understand th a t it can be difficult to 2 it is a chance to 3 I can assure you that 4 Thank you Kim, yes, th a t is an excellent question 5 I’m sorry, Jo, but that is not the purpose of this meeting 11 Advantages: employee friendly neutral or shared space no risk to confidential documents private and confidential relaxed and informal Disadvantages: formal and possibly intim idating imbalance of power lack o f privacy possibly noisy risk to confidential documents

c, b, a, a, d

d c, d c c

a a b, d b, d b, d

1 2 a

2 should not be discussed in a development review. 4 and 8 would be illegal and contrary to equality legislation in most countries. 5 would be inappropriate unless part of a 360 degree review process. All other options are possible depending on the type of scheme. b

1 previous year's performance (11) 2 He is generally positive. c 1 Feedback from participants. 2 They need to evaluate the pilot scheme first. 3 There were positive and negative aspects - there was some resistance in some of the sessions and there wasn’t tim e to convince everyone the programme was good. 4 It reinforced the idea that the review scheme was created by and for the benefit of HR. 5 They can now realise the importance of engaging managers and work on this in the future.

c 1 is going to cause 2 will cause 3 m ight forget 4 ’II talk; ’II have 5 will be 6 will you ensure ■

■

U n i t

8

l a

1 Fire the employee. 2 Because the employee is frequently late, and because this was normal behaviour in the past. 3 He says it is unacceptable because it does not follow the law. 4 Talk to the employee. b

1 discipline 2 follow; law; formal procedures 3 resolve; disciplinary action c 3 Advantages: it may reveal information that is im portant, the problem may be resolved amicably w ithout the need for discipline and it could save a lo t of time and expense in the future. Disadvantages: it introduces another stage of action and it may take longer to arrive at the same conclusion. d

He takes neither side, e 1 To take his time, to describe the situation (as he understands it). 2 Yes. 3 It makes him late (because he has to take the children to school). 4 To start and finish work later. 5 It is an investigatory conversation (only), so formal action would not be appropriate. 6 Khalid, Robbie and Stewie will meet (to try to agree a solution together).

1 3 a

1 suggests a possible future action. 2 talks about something which did not happen in the past.

2 a

b

Answer key

117

3 Suggested answers 1 lack of skill or knowledge, avoiding responsibility - training/coaching, discuss expectations 2 bullying - investigate 3 lack of skill or knowledge - training/ coaching 4 stress, domestic problems counselling 5 unchallenging work - discuss, introduce new tasks/responsibilities 4a Suggested answers 1 To comply with legal requirements. 2 To provide clear guidance to employees and have an established process for managing discipline. 3 It could break the law, lead to poor management practices or poor employee discipline. b Unsuitable: 2, 3, 6, 7 c

Suggested answers 2 Failure to meet agreed performance standards may result in disciplinary action. 3 Three or more individual absences in a month will result in an investigative interview. 6 Removal of quantities of stationery beyond normal working requirements will be viewed as theft of company property and will result in a verbal o r w ritten warning. 7 Failure to comply with the dress code will result in a verbal warning. 5a 1 2 3 4 5 6 7 8 9 10

guidelines investigatory misconduct verbal hearing written final record letter appeal

b Suggested answers Disciplinary m atters must always take into account the specific circumstances. Flowever, as a general guide, the most likely actions would be: 1 verbal o r w ritten warning depending on level of refusal 2 suspension, followed by hearing and possible final warning or dismissal 3 investigation

118

Answer key

c A 1 2 3 4 5 6 7 B 8 9 10 11 12 C 13 14 15 16 17 18 D 19 20 21 22 23 24

d

accordance undertakes irrespective make follow provide give

Khalid gives James a written warning. Yes, based on the evidence in the hearing, it is possible that James is not the only person who is sleeping on night shifts. e

2 d

3b

4 f

5 e

6a

9 a

disciplinary code duties company property reasonable instructions specified standards severity counselling issue verbal breaches w ritten right consider commensurate emerges influence ignored

d

Suggested answers 1 So tha t it is totally clear what the charge is. 2 Depending on the severity, from three days to two weeks. 3 Personnel Manager’s office or private meeting room. 4 a It can help to explain the employee’s situation, b It is good practice which ensures fairness. 7a 1 F - Khalid is friendly but Good morning ... please come in is more forma] spoken English (compare with Hi, come on in! or Hi! W hat’s up?). 2 T 3 F - Len (Dickinson) should only speak if James asks him to (note that Len does interrupt however). 4 F - James admits to sleeping on the night shift. 5 F - James decided not to tell the shift leader. 6 T 7 T 8 F - James has never been in trouble before.

c See Exercise 7d.

1 To provide a legal structure and practical process for employees to raise grievances. 2 See Exercise 9b. b

2 d 8 c

3 f

4b

5 g

6 h

7a

c

1 2 3 4 5 6

informally specific in w riting will can possible

1 0 a

1 2 3 4

To put her complaint on record. Fler manager, Bill Wallace. Rudeness, sexism and victimisation. She wants Khalid, as Personnel Manager, to make Bill stop. 5 Take legal advice. h

See Exercise 10c. c

Options expressed: a I acknowledge receipt c I understand from your email that you are unhappy with the behaviour of your manager, Bill Wallace d I will conduct an informal investigation Options not expressed: b, e

11a 1 No 2 As one of those PC (politically correct) types 3 ‘love’ 4 It’s not bad (but only because he watches her carefully) 5 Bullying

b racist: Oh, sorry, I don’t suppose you people eat that. sexist: Well, I call all the girls 'love’. d

1 If someone is ‘politically correct’, they avoid saying or doing something which m ight be rude or even offensive to other people (especially things connected to gender, sexuality, ethnicity/race, nationality o r religion). For example,

n many English-speaking cultures the person who manages a meeting is called a ‘chairperson’ (or a chair’) but not ‘chairman’ (because chairman’ suggests only men do this job, which is untrue in most companies today). 1 Suggested answer The modern meaning of ‘politically correct’ originally comes from the United States, although similar ideas are common in many countries today ^though the meaning and influence of politically correct ideas varies). 12a 3 4 - critical, judgemental and unhelpful : 1 ,5 : 2, 3 b Questions 3 and 5 c Suggested answers Khalid deals with Bill directly and fairly. He uses questions to explore Bill’s options (have a dialogue about the situation), the consequences of his choices (a form al grievance procedure) and what Bill would like to do [do you think it would be possible to ... ; Would you prefer that?) 2 a Probably yes. During his conversation with Khalid, Bill becomes less confident, which suggests he may not be as strong as he appears to be at first, b Yes. It is better to avoid a formal grievance action if possible because this will make working together in the future more possible and comfortable for both people. 4 Criticism of her work 2 No 3 No - Neither 5 .ggested answers As I understand it, there’s been : : ~ething of a clash of personalities a '3 working styles. a::o rd in g to Jenny, some of E s comments are sexist, he is _ "e asonably critical of her work and he : .Id like to get her to leave. £ has confirmed th a t he can be hard : Lit feels tha t he is fair and is not trying is 'emove Jenny from the company by ~=*,ing her life unpleasant. e a ll agree th a t Jenny’s work is of a good standard and that performance is act an issue. The main issue seems to be about the and nature of supervision.

■ ■ Unit 9 l a

Suggested answers 2 As part of a continuing quality management process; because it has been noticed that the reward system is not suitable for changing business needs. 3 1- 3 years: businesses work in annual cycles and the needs of a business often change after more than three years. 4 a Advantages: HR Department likely to be very fam iliar with the system, can work flexibly because they are on site, saves on cost, likely to have many contacts in the organisation. Disadvantages: may be too close to be objective, may influence the outcome to favour the HR Department, staff may not be completely open if they fear giving negative feedback might be personally risky, b Advantages: a consultant may be a specialist in analysing schemes, can provide an uninvolved objective view, people may be more open to someone outside of the organisation, the final report is perceived as im partial and valuable. Disadvantages: it is likely to be costly, consultant will have limited time and lim ited flexibility, it may take time to build trust as not everybody trusts consultants or their objectives, the consultant may not understand or may need tim e to learn the specific company culture.

b 2 e 8 f

3 g

4b

5c

6d

7a

2a All 8 phrases are discussed: job evaluation, benchmarking, spinal point, grade shift, reward element, employee survey, bonus scheme, employee value proposition.

b 1 F - Staff complain about the reward system but it is popular with the board. 2 T 3 F - He says the external consultant has not helped. 4 F - Benchmarking shows BelleBank is not the best or the worst employer. 5 T 6 F - Jacek thinks an employee survey would encourage more complaints. 7 T

3a Appropriate: 1 , 2 , 4 , 5, 6, 8, 9 because they focus on various aspects of the reward system. Inappropriate: 3, 7, 10 - because they could encourage an emotional reaction (e.g. many employees could say they are not paid enough compared to the directors). b Advantages: they are easy to answer, give clear, black and white answers, easy to score and generate statistical information. Disadvantages: people may want to give an answer somewhere in between or may want to explain their answer; the survey may therefore not reflect a true picture, or may give a very simplistic explanation of people’s views. c 1 To make sure (ensure) tha t the reward system is suitable (effective and rewarding). 2 Email Jacek or put it in a box outside the Personnel Office. 3 No. 4 The date when surveys must be completed; how the survey should be completed (put a tick ( /) , a cross (X), a number, etc.). d 2 I understand how the bonus scheme operates. 4 1 am aware of my non-financial rewards. 5 I understand the overtime payment system. 6 I think non-financial rewards are important. 8 1 am satisfied with the company healthcare plan. 9 The payroll adm inistration is efficient. e 1 22% 2 Suggested answers People don’t read all their emails, employees didn’t think it was a priority, if employees are unhappy they may not be interested in replying, they may receive many surveys, (in Jacek’s case) no completion date was included so employees may be planning to do it in future or may have forgotten to do it. 4 a payroll administration b bonus scheme 5 Fairness of rewards, overtime system, awareness and importance of non-financial rewards.

Answer key

119

f 1 a Payroll (efficiency), healthcare (covers family members and leisure cards for swimming pools and gyms), enjoyable place to work, training programme is a perk. b Bonus scheme (unfair, demotivating). 2 End the bonus scheme. 3 indirect benefits, perks 5a Suggested answers 2 Inputs: effort, creativity and innovation, loyalty, attendance, compliance with rules. Outputs: productivity, sales, profit, customer feedback. 3 Advantages: can motivate employees, can result in greater effort and productivity. Disadvantages: can be timeconsuming, can be demotivating to those who do not benefit.

b Financial (any order): bonus, flexible benefits, leisure card, share ownership Non-financial (any order): autonomy, flexible working hours, participation in decision making, w o rk-life balance c Suggested answers The employee: provide a wider variety of benefits, which may be im portant, useful and motivating. The employer: saves money while m otivating employees in a way th a t is attractive to them. 6a 1 T 2 F - Wages will only increase if the bank’s profits improve. 3 T 4 F - Staff will be rewarded for working during national holidays, doing overtime or working in shifts. 5 T 6 T 7 F - PRP (performance-related pay) will stop (discontinue).

b 1 They will review the system every year. 2 Suggested answers By offering rewards that are more accessible to or more attractive to part of the workforce, e.g. football tickets, weekend breaks, or incentives to work nights or overtime. 3 Conduct research with employees, conduct regular equality reviews.

120

Answer key

c 1 2 3 4 5 6

strategy system basic pay levels system number staff

d 1 has been developed; have been established 2 will be administered, will be simplified, will be reduced, will be entitled 3 The passive is often used in formal writing. The passive shows that the object of the activity (e.g. the strategy, basic pay levels) is more im portant than the person or people doing the activity (e.g. HR). e Suggested answers 1 The strategy has been developed through employee consultation. 2 This document will set out how the new reward system will be administered. 3 A new grading system has been established. 4 The current system will be simplified. 5 Some staff will be entitled to a company car. 8a Suggested answers 1 Level of information provided, how well it is introduced, how well the new system works, whether employees felt it is an improvement or not and staff attitude towards it. 2 Flave a well managed system, provide quality information in a variety of formats and encourage people to be involved.

b 1 F - The strategy has been approved. 2 F - Jacek suggests filing the document, but Dirk disagrees. 3 T 4 T 5 T 6 F - Dirk suggests putting all the inform ation onto the intranet. c 2e 8 f

3c

4a

5b

6 g

7 h

9a To explain the results of the reward scheme review.

b 1 No. The style is very informal and the information is lim ited and not always clear. 2 Fie should make it more formal and clearer.

c 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Reward scheme announcement employee pleased to im portant complete has been completed employees would like to helpful and informative The most significant change is that discontinued provide shortly

d Suggested answers More positive or enthusiastic: 4, 5, 6, 12, 15 More formal and polite: 1 , 2 , 3 , 7, 8, 9, 10, 11, 13, 14 e Suggested answer Furthermore, we plan to simplify the grading system. The total rewards system will include a wide range of benefits. For details, just log onto the intranet. Managers need to bear in mind that they are required to communicate details through team briefings. That concludes this update, but feel free to contact FIR if you require any further information. Regards Jacek

H la 2c

Unit 10 3 f

4 d

5 e

6a

b Suggested answers 1 By treating the company as a market and its services as products. 2 To communicate what services it provides, send a message about the style of FIR and raise the profile of FIR within the company. 2a 1 T 2 F - Paula has been working on taglines but Bernhard explains that this is not the right starting point. 3 T 4 T b 2a

3 e

4 f

5b

6c

c Suggested answers 1 Because the HR Department should serve the needs of the business. 2 To maintain and develop . . . -

because it relates most closely to the core function of HR. 3 respond, develop, dynamic

2 Yes 3 b

c 1 as part of our modernisation programme 2 also 3 even more 4 in addition to this 5 quickly and simply whenever you want 6 further 7 for an informal chat about how we may help you 8 We hope HR is working for you!

c

partner, advisor, creative, proactive, consultative, radical, dynamic, friendly, approachable, reliable Paula also uses the term administrative function, but she doesn’t use administrator.) d

They are not happy. That HR is reliable. Key services and main activities. It is a planning tool to help HR define its range of services.

b

succession planning strategic partnering self-service HR human capital management internal consultancy

2 3 4 5 5a

brand platform, brand mission, brand vision 2 internal, external b

' b

2c

3d

4 e

5a

d

2 3 4 5 6 7 8 9 0

will create will use to provide see are enjoying are leaving im partiality qualities innovative considerately

e

2 3 4 5 6

Personality Tone Values Platform Mission Vision

7

senior management, all employees and potential employees

8a

9b 1 2 3 4

Store roles, Head office roles Apply now Rewards & benefits Trainee management scheme

c Suggested answer The company can show tha t it does more than just make a profit. Future employees m ight want to work for a company which has sim ilar values. d

1 You will have the chance to gain experience in a number of locations. 2 Our levels of pay are extremely competitive. 3 Do you take graduates? 4 We are looking for a design engineer. 5 We actively pursue ethical and environmental policies. 6 We offer a comprehensive technical skills building programme. e a 4

b 1

c 3

d 6

e 2

f 5

c 1, 2, 8

Suggested answers 1 Advantages: people know exactly what they are getting, can choose which services to have. Disadvantages: it takes extra tim e and bureaucracy on internal accounting systems. 2 payroll, training, recruitment, discipline

b 1 F - Bernhard suggests that it is better to discuss the SLA informally before they write the contracts. 2 T 3 F - Simone wants to be responsible for recruitm ent because she feels that HR do not have specialist knowledge of accountancy. IS 7 B

1 clearly define 2 Services provided 3 billing arrangements 4 reviewed annually 5 organisational development 6 payroll administration 7 reference checking 1 2 a

Suggested answers 1 project management, strategy development, change management 2 increased respect and status

b Suggested answer Bernhard is gathering information on the situation. Kevin is not keen on the reorganisation because of the disruption it will cause and tim e it will take. He also feels it will be difficult working closely with Central Admin as their Head, Véronique, is not being very cooperative about reporting to him. Bernhard should first of all speak to Véronique to see how she feels. 1 3 a

1 Talk to Véronique 2 Organise integration activities 3 Take emotion out of situation 4 Get others involved to form working party 5 Set up brainstorm ing meeting 6 Agree objectives, priorities and deadlines 7 Put into practice and review

b Suggested answer Spend time meeting the people involved and help them to work together. 1 4 a

1 0 a

c

To explain improvements to the service HR provides to employees.

b 5

f

She has made the email more engaging and interesting.

That it is solid and reliable but not very dynamic or innovative. 2 No.

4a D&G - discipline and grievance R&S - recruitm ent and selection F2F - face-to-face SLAs - service level agreements KPIs - key performance indicators

a 3, 4 , 6, 7

b

3 b

1 2 3 4

d

2 B 8 B

3S

4 S

5 B

1 stressed 2 Kevin is not helpful (obstructive) and says he is too busy to discuss it with her. 3 two or three people from each section 4 Yes

b 1 Could 2 it going 3 Why; then 4 bit; know 5 Is there 6 you like out 7 idea; Let’s c

Suggested answer He is friendly and informal but also supportive.

6 S

Answer key

121

GLOSSARY This glossary contains useful words and phrases from the texts and audioscripts. The numbers in brackets refer to the unit(s) in which they appear. Key: v = verb; n = noun; adj = adjective; cc = collocation [a collocation is a common combination of words] W ord o r phrase

D e finitio n

absence (8, 10)

n when someone is not where they are usually expected to be (e.g. a t work)

accountability (1}

n a responsibility fo r com pleting a workplace activity satisfactorily

ad hoc request (4)

cc asking fo r something to be done, which has not been planned and is n ot norm ally asked for

align (1 )

v to make sure th a t tw o (or more) things function effectively together

allegation (8)

n a statem ent which has not (yet) been proved to be true which says th a t someone has done som ething wrong o r illegal

appeal (8)

n a formal request to change a previous decision

appointm ent (3)

n 1 a job 2 the act o f officially choosing someone for a job

approachable (3, 10)

adj friendly and easy to ta lk to

asset (2,10)

n something valuable belonging to a person o r organisation which can be used fo r the paym ent of debts

aud ito r (4)

n someone whose jo b is to carry o u t an official exam ination o f the accounts o f a business and to produce a report

authoritarian (1,7,8,10)

adj demanding th a t people to ta lly obey and refusing to allow them freedom to act as they wish

autonomous (3)

adj independent and having the power to make your own decisions

autonomy (9)

n the rig h t o f a group of people to govern itself, o r to organise its own activities

‘best in class’ approach (1)

cc a corporate strategy of tryin g to achieve the highest standard w ithin the industry

bias (3)

n support fo r (or opposition to) a particular person o r thing in an unfair way by allowing personal opinions to influence your judgm ent

breach (8)

n an act o f breaking a law, promise, agreement o r relationship

breakdown (2)

n a detailed analysis o f something, especially data and statistics

briefing (3, 6, 7, 9)

n (also cc briefing session) a meeting where inform ation is given to someone in an organisation about a new system or way o f doing things

bully (8)

v to h urt o r frighten someone who is smaller o r less powerful than you, often forcing them to do something they do not w ant to do

business partn er model (1)

cc a model created by Dave Ulrich in Human Resource Champions (1997); the business partner model suggests four main roles fo r HR: Corporate HR, Embedded HR, Specialist HR and

candidate (1, 2, 3)

n a person who is com peting to get a job o r elected position

capacity (1,2)

n the total am ount th a t can be contained o r produced, o r (especially o f a person or organisation) the a bility to do a particular thing

cascade system (7)

cc a process in an organisation which happens in order o f seniority (i.e. senior managers > middle managers > line managers > employees)

cash flow (2)

cc the am ount o f money moving into and o ut o f a business

change management (10)

cc the effective planning and organisation to reduce the potential problems and stress which often happen when a company becomes bigger or smaller, moves to a new location, etc.

Professional HR

close (5)

v to complete a business deal o r to make a sale

closed question (3, 5, 9)

cc a question th a t only offers a yes/no answer

cohesion (3)

n when the members o f a group are united

commensurate (8)

adj in a correct and suitable am ount compared to som ething else

com ponent (1, 2, 6, 10)

n a p art which combines w ith other parts to form something bigger

com pulsory (4, 7)

adj If something is compulsory, you m ust do it because o f a rule o r law o r because an organisation requires you to do it

conduct (1, 2, 3, 5, 7, 8 ,9 )

v to organise and perform a particular activity n appropriate behaviour o f a person expected by the organisation they w ork for

confidential (1 ,5 )

adj secret, often in a form al, business o r m ilita ry situation

conflict o f interest (5)

cc when the decisions o r actions o f two (or more) people o r organisations cause a problem for each other, there is a conflict o f interest

constraint (1 ,7 )

n something which controls w hat you do by keeping you w ithin particular lim its

consultancy (1, 8, 9, 10)

n a company th a t gives specialist advice on a particular subject

consultancy sequence (10)

cc the order in which a consultant organises his/her activities

122

Glossary

Translation

Word or phrase

Definition

consultation (1, 8, 9)

n a meeting to discuss something or to get advice

conversion rate (5)

cc a ratio which describes the num ber o f tim es an activity produces a successful result

corrective action (8)

cc a consequence for an employee who breaks a rule of the organisation he/she works for

credibility (1)

n when someone or som ething can be believed or trusted

credible (1)

adj able to be believed o r trusted

criteria (1, 3, 5, 7, 8, 9)

n standards by which you judge, decide a bout o r deal w ith something

cross-function employee development team (1)

cc a team form ed o f people from different departm ents

current employee profile (2)

cc data about employees

cut (2, 7)

n a reduction in the number, am ount or rate o f something

demographics (2)

n the quantity and characteristics of the people who live in a particular area, especially in relation to th e ir age, how much money they have and w hat they spend it on

development review (4, 7)

cc an annual m eeting to discuss an employee’s developm ent and performance

discrim inate (1, 9)

v to tre a t a person or particular group o f people differently, especially in a worse way from the way in which you tre a t o ther people, because of th e ir skin colour, religion, sex, etc.

discrimination (8, 9)

n trea tin g a person or particular group o f people differently, especially in a worse way from the way in which you tre a t other people, because of th e ir skin colour, religion, sex, etc.

dismissal (8)

n when an employer officially makes someone leave th e ir job

disposition (3)

n the particular type o f character which a person naturally has

disruption (7, 10)

n a period o f tim e in which something (especially a process o r system) stops w orking as usual

distribute (2, 5)

v to give things o ut to several people, or to spread or supply something

d istribution (2, 3)

n the process o f giving things o ut to several people, or spreading or supplying something

doable (2)

adj If something is doable, it can be achieved or performed

draw up (5, 6, 10)

v to prepare something, usually something official, in w riting

dynamic (3, 6, 10)

adj having a lo t o f ideas and enthusiasm; energetic and forceful

dyslexia (5)

n a difficulty w ith reading and w ritin g caused by the brain’s being unable to see the difference between some lette r shapes

emerge (7, 8)

v to appear o r become known, often as a result of another action or situation

employee review scheme (1)

cc a form al system to assess employee performance

enabler (1)

n someone who can help others to do something for themselves th a t they could not do (or do as well) before

enrolm ent (4, 7)

n the process o r result o f officially joining a development activity, a training course o r group

ensure (1 ,3 , 4, 5, 6, 7, 9)

v to make som ething certain to happen

entitled to (9)

cc given the rig h t to do o r have something

establish 1 ,2 , 3, 5, 6, 7, 9)

v 1 to sta rt a new system or procedure th a t will continue fo r a long time 2 to discover or get proof o f something

ethical (1,10)

adj relating to beliefs about w hat is m orally righ t and wrong

European Dow Jones sustainability ranking (1)

cc (also the DJSI or Dow Jones Sustainability Index) created in 1999, the DJSI measures how ethical and ecological an organisation is by investigating the effects the company’s activities have on local and global communities

evaluate (4, 7, 9)

v to judge or calculate the quality, importance, o r value o f something

evaluation (4, 9)

n a judgem ent or calculation o f the quality, im portance o r value o f something

exemplary performance (6)

cc w ork th a t is so good and suitable th a t it could o r should be copied by o ther people

e xit interview (2)

cc interview conducted with employees who are leaving an organisation

expense claim (5)

cc an official docum ent which you use to request money from an organisation, usually which you have spent while travelling as p art o f your job

facility (1 ,4 , 6)

n 1 a place, especially a building, where a p articular activity happens 2 a place which is provided fo r a p articular purpose

fast-track (4,5)

v to p ut an employee on the quickest (also often the m ost competitive) route to success or progress in th e ir career

favour (2, 3, 6)

v to prefer o r support one particular action o r possibility more than others

feasibility study (1)

cc an investigation which discovers w hether an organisation will be able to make a particular decision

Redback (2, 3, 5, 6, 7, 9)

n information o r statements o f opinion about something, such as a training session, th a t provide an idea o f w hether it is successful o r liked

Translation

Glossary

123

Word or phrase fill a vacancy (1, 2)

I Definition cc to successfully find and employ someone for a particular job

financial regulations (4)

cc an official rule or law which controls how an organisation may organise its finances

fire (8)

v to remove someone from th e ir job, either because they have done something wrong o r badly, or as a way o f saving the cost o f employing them

fixed-term contract (2, 3)

cc an em ploym ent contract for a defined and lim ited period o f tim e

fle xib ility (5)

n the a bility to change or be changed easily according to the situation

flexible w orking (1 ,9 )

cc different systems o f tim e allocation o f work, e.g. part-tim e, flexitim e, annual hours

follow-up question (3)

cc a secondary question used to find o ut more specific inform ation

foster (1 ,9 )

v to encourage the development or growth o f ideas or feelings

framework (1, 5, 6)

n a system, structure or process an organisation can use to complete its activities more efficiently

funding (4)

n money given by a government o r organisation fo r an event or activity

gender (2, 8)

n the physical and/or social condition o f being male or female

grading (9)

n a system which arranges all the jobs in an organisation into levels according to th e ir salary, importance o r value

greenfield (1)

adj describes land th a t has n ot yet been b u ilt on, or buildings b u ilt on land th a t had never been used before for building

ground rule (5)

cc an informal agreem ent to behave in a certain way when doing a certain activity

high calibre (3)

adj having an advanced level o f a bility o r being o f a good quality

human capital management (1, 10)

cc the process o f managing and m axim ising the talent, skills and knowledge o f employees

human resource profile (1)

cc the way in which the HR D epartm ent has been organised

ice-breaking (3, 5)

cc an action or part of a conversation th a t makes people who do not know each other feel more relaxed together, especially if one o r more people are likely to be nervous (e.g. in a jo b interview situation)

im pact (1, 2, 4, 5)

v to have an influence on something n a powerful effect th a t something, especially something new, has on a situation or person

im p a rtia lity (10)

n not supporting any o f the sides involved in an argum ent

implem entation and m onitoring plan (1)

cc a plan which describes w hat actions will be taken, the order in which they will happen, and how the success o f each stage w ill be measured

incentive (9)

n something which encourages a person to do something

incom patible (5)

adj not able to exist or w ork w ith another person o r thing because o f basic differences

initiative (1 ,7 )

n a new action or system, often intended to solve a problem , which an organisation wants to introduce

innovation (2, 9)

n (the use of) a new idea or method

integration (10)

n combining two or more things in order to become more effective

in-tray exercise (3)

cc a role play activity, usually p art o f a job interview, in which someone is given a list o f tasks and asked which tasks are m ost im po rta n t and in w hat order they should be completed; the aim o f the exercise is to find out w hether a potential employee can understand the importance o f different activities and how well they can manage th e ir tim e a t work

jargon (6)

n special words and phrases which are used by particular groups o f people, especially in th e ir work

jo b evaluation (9)

cc the process o f comparing a job w ith other jobs in an organisation and deciding how much the person who is doing the jo b should be paid

key deliverable (1)

cc an im po rta n t service which can be provided o r an action which can be completed

key performance indicator

cc (also KPI) a quantifiable company o r individual performance measurement

(6) knowledge management

cc creating or identifying new ways o f w orking which will benefit the organisation

(1, 10) knowledge statem ent (6)

cc a set o f words th a t describe w hat someone w ill know if com petent

labour demand (1, 2)

cc m arket demand for workers

labour pool (2)

cc 1 the employed workforce 2 the total possible supply o f employees

labour supply (2)

cc the availability o f workers in the m arket

labour surplus (2)

cc the state o f having more employees than needed

labour turnover (1, 2)

cc the num ber o f leavers and joiners in a company expressed as a percentage of the total company workforce

launch (3, 6)

v to officially introduce a new product, service or system n the official introduction o f a new product, service o r system

learning intervention (4)

cc any activity which gives an opp o rtu n ity to learn a new process, skill or system

124

Glossary

Translation

Word or phrase legislation (4)

I Definition

ength o f service (2, 7)

cc the am ount o f tim e th a t an employee has been employed in an organisation

aison (3)

n communication between people or groups who w ork with each other

oyalty bonus (9)

cc money an employee receives for staying with the company

jm p sum (9)

Translation

n a law o r set o f laws suggested by a government and made official by a parliam ent

cc a sum o f money th a t is paid in one large am ount on one occasion

-la rk e t share (2, 3, 4)

cc the number o f things th a t a company sells compared with the num ber o f things o f the same type th a t other companies sell

~ieasurable outcome

cc the result o f an activity o r decision whose value can be judged o r quantified

[ 1. 4 , 6 )

-ile s to n e (1, 10)

n an im po rta n t stage during the process o f a complex activity

-is c o n d u c t (8)

n unacceptable o r bad behaviour by someone in a position of auth ority or responsibility

n o d u la r course (4)

cc a training and development programme which consists of parts (called modules) which can be completed separately

-e tw ork (3)

v to meet people who m ight be useful to know, especially in your job

- on-negotiable (7)

adj something which is non-negotiable cannot be changed by discussion

offence (8)

n an act which employees are not allowed to do according to the contract or by law

cffshore (1 ,2 )

v to hire employees o r pay a company in another country to do p art o f an organisation's work, usually because it is cheaper

rperational manager (7)

cc job title for a manager involved directly in production, distrib u tio n or service delivery

:rganisational revelopm ent manager (1)

cc an HR manager who is responsible for designing and introducing new policies and procedures in an organisation

rutsource (1 ,2 )

v if a company outsources, it pays to have part o f its work done by another company

rierseas (2)

a d j, adv in, from or to oth e r countries

: .ertim e (8, 9)

n extra paym ent for w orking after the usual time

:ackage ( 1 ,2 ,9 )

n a com bination of different elements, such as financial and non-financial benefits for an employee

:ane interview (3)

cc an interview involving three or more interviewers together

:a y o ff (2)

v if something you have done pays off, it is successful

: ay roll (1, 2, 9, 10)

n 1 the total am ount o f money paid to the people employed by a p articular company 2 a list o f the people employed by a company showing how much each one earns

oenalty (2)

n a disadvantage, usually financial, which is the result o f an action, decision o r situation

penetration pricing policy (3)

cc giving a new product or service a low price when it is firs t introduced to a ttra c t new customers, then raising prices after a certain period o f time

lerform ance culture (1)

cc a corporate culture prom oting continuous im provem ent in performance

performance issue (5)

cc a business activity which could and should be improved

: d o rm a n c e management

cc a process in which HR encourages a performance culture by measuring results and building skills

(1) performance-related pay (7 .9 )

cc a reward system linking payment level to performance level

performance standard statem ent (6)

cc a definition of the level o f performance required

persistent (8)

a d j describing a problem or other negative situation which lasts for a long tim e

oerson specification tem plate (3)

cc a docum ent describing the essential and desirable qualities o f a person for a job

phase (7)

v to introduce something in stages over a p articular period of tim e

p ilo t scheme (6, 7)

cc a planned introduction of a new process or system in a small p art o f an organisation in order to identify and solve problems before the process o r system is introduced to the whole organisation

position (1. 2, 3, 4, 7, 8,

n 1 a jo b 2 the place where something or someone is, often in relation to other things

5

0)

p -c ^ tis a tio n (3)

(4 )

lary period (8)

n a process o f deciding which o f a group o f things are the m ost im po rta n t so th a t you can deal w ith them first v to decide which of a group o f things are the most im po rta n t so th a t you can deal w ith them firs t cc a period o f tim e at the sta rt of a new job when you are watched and tested to see if you are suitable for the job"

-a r g in (2)

cc the p ro fit th a t can be made in a business after the costs have been subtracted

•~B'e scheme (9)

cc a system in which employees gain a percentage o f company profits

(2, 3, 7)

n 1 when someone is raised to a higher or more im po rta n t position or rank 2 activities to advertise a new product, service or system

Glossary

125

Word or phrase

Definition

prom pt (3, 5, 6, 7, 8)

v to make someone decide to say o r do something n a phrase which makes someone decide to say o r do something adj done quickly, w itho u t delay

p rom pt sheet (5)

cc a piece o f paper which shows you all the standard phrases you should use fo r a particular business activity o r situation

psychometric testing (3)

cc the process of assessing personality, preferences and aptitudes

punctuality (8)

n the a bility to arrive somewhere or do som ething a t the expected, correct tim e

qualified agreement (1)

cc something th a t is accepted b u t only on certain conditions (i.e. ‘Yes b ut only i f ...’)

q uality circle (1 ,2 )

cc the name fo r a group o f workers w orking inform ally to solve w ork related problems

quality control system (6)

cc a system designed to m onitor and control product o r service delivery compliance

real-time solution (10)

cc from com puter science - a system which receives data and m ust produce a solution w ithin a specific tim e to be effective

recruit (1, 2, 3, 4, 9, 10)

v to persuade someone to w ork fo r a company o r become a new m em ber of an organisation

recruitm ent (2, 3, 4, 10)

n the process o f finding people to w ork fo r a company o r become a new m em ber o f an organisation

redeploy (2)

v to move employees to a different place o r use them in a cheaper o r more effective way

redeployment (2)

n the process o f moving employees to a different place or using them in a cheaper o r more effective way

redundancy (2)

n the situation when someone loses th e ir job because th e ir em ployer does not need them

reiterative (interview) process (6)

cc a process which involves asking the same set o f questions many tim es in order to create a detailed description o f a situation

release (6, 10)

v to allow something to be shown to the whole organisation o r to be available for use n when something is shown in public or to all members of an organisation or made available for use

rem inder (7)

n a w ritte n (or sometimes spoken) message which makes someone th in k o f something (such as a meeting or training session) which they have forgotten about

rem uneration (1, 2, 9)

n the collective term fo r all em ployment rewards

rem uneration manager (2, 9)

cc an HR manager who is responsible for designing, introducing and organising the rewards and salary structure o f an organisation

resourcing m ix (2)

cc the balance of internal and external sourcing of employees

responsive (10)

adj making a positive and quick reaction to som ething o r someone

restructuring (2, 10)

n reorganising to improve efficiency and p rofita bility

retail fo o tp rin t (1)

cc the behaviour o f customers according to different categories (e.g. how much customers spend on certain items, how often they go shopping, etc.)

retain (1 ,9 )

v to keep o r continue to employ

reward system (9)

cc the process and criteria against which employees are paid

rig h t (8)

n an agreed possibility and o pp o rtu n ity to be able to do something

roll o ut (7)

v to make a new product, service or system available for the firs t tim e

salary (2, 7 ,9 )

n a fixed am ount o f money agreed every year as pay for an employee, usually paid directly into his/ her bank account every month

sales projection (2)

cc a prediction o f future sales, especially based on evidence and analysis

sequential interviews (3) service level agreem ent

cc a series o f interviews, held one a fte r the other cc (also SLA) a contract defining the level and cost o f service delivery

( 10)

service portfolio table (10) cc a table which shows how business activities relate to different services severity (8)

n seriousness

shadow (7)

v to follow someone else while they are at w ork in order to learn a bout th a t person’s job

shareholder (1 ,3 )

n a person who owns some o f the equal parts into which the ownership o f a company is divided

share option (9)

cc (also stock option, especially in the US) the rig h t to buy or sell one of the equal parts o f a company

shift (1, 2, 3, 8, 9)

v to move (or cause som ething to move) o r change from one position o r direction to another n the period o f tim e during the day or night in which w ork may be done, especially in factories (e.g. night shift, day shift, etc.)

shortage ( 1 ,2 ,9 )

n when there is not enough of something

shortfall (2)

n an am ount which is less than the level th a t was expected o r needed

skills a ud it (1 ,7 )

cc a process to measure skills and skill shortages w ithin an organisation

soft skills (4)

cc skills relating to social and interpersonal behaviour

126

Glossary

Translation

Word or phrase

Definition

specified (8)

adj describes something th a t has been w ritten and agreed in a legal docum ent such as contract

staffing rota (6)

cc a list o f things th a t have to be done, which employees will do them and when

stakeholder (1)

n a person such as a customer, employee or supplier who is involved with an organisation and therefore has an interest in its success

stock (2, 3)

n 1 a supply o f something for use or sale 2 the total am ount o f goods or the am ount o f a particular type o f goods available in a shop or warehouse

stockpile (2)

v to gain more stock than needed

strategic partnering (10)

cc a way o f w orking with oth e r departm ents to create more successful planning

strategy (1, 2, 4, 7, 9, 10)

n 1 a detailed plan for achieving success in business 2 the skill o f planning fo r such situations

succession planning 2, 10)

cc systematic preparation for the replacement o f senior managers

s jp p lie r (6)

n a company, person, etc. th a t provides things th a t people w ant o r need, e speciai.. over a long period o f tim e

suspension (8)

n when a person is tem porarily not allowed to w ork as a punishm ent

systematic (1)

adj using a fixed and organised plan

■agline (10)

n a short phrase which is used to make a brand, product or service more attractive and memorable

ta ke o ver(7)

n when a company gets control o f another company by buying most o f its shares (shares - the equal parts into which the ownership o f a company is divided)

:alent management (2)

cc the process o f finding and keeping employees who have the skills necessary to achieve success for the whole organisation

temp (2)

n an informal description o f a person employed for a short period

:em porary contract n o rk e r(2)

cc a person employed for a short, defined period

fo u g h t-p ro vo kin g (5)

a d j making you th in k a lot about a subject

:m e constraint (7)

cc when a schedule controls w hat you can do by lim iting the am ount o f tim e you have to complete each planned activity

7 -escale (6, 7)

n the period o f time over which something happens

r a c k record (3)

Translation

cc all the achievements or failures th a t someone o r som ething has had in the past; if you have a

proven track record, you have had a very successful career t-aining provider (4)

cc a formal description o f a person who gives training, especially in business

:3nsactional (1)

adj connected to the exchange o f money

ransgression (8)

n the act o f breaking an agreement, law, rule or contract, especially one th a t has very serious consequences

ra -.sition (1, 4, 5, 10)

n a change from one form or type to another, or the process by which this happens

_ -pertake (7, 8)

v to do or begin to do something, especially something th a t m ight take a long tim e o r be d ifficult

.:c a te ( 3 , 4, 6, 7 ,9 , 10)

v to make something more modern or suitable fo r use now by adding new inform ation o r changing its design n a piece o f new or additional inform ation about a situation

- C ’ oid (1)

v to defend or keep a principle o r law, or to state th a t a decision which has already been made, especially a legal one, is correct

=:ancy (1 ,2 , 10)

n a job th a t no one is doing and is therefore available fo r someone new to do

e 'c a l (8)

a dj spoken rather than w ritten

e -ta l warning (8)

cc a disciplinary act o f warning somebody by telling, not w riting

e rt cally integrated (1)

cc owning and controlling all stages such as material acquisition, production, distrib u tio n and retail

ct misation (8)

n treating someone in an intentionally unfair way, especially because of th e ir race, sex or beliefs

age (2, 8, 9)

n a fixed am ount o f money th a t is paid, usually every week, to an employee, especially one who does w ork th a t needs physical skills or strength, rather than a job needing a college education

age inflation (2)

cc a continuous increase in the am ount o f money employees expect to receive

« re h o u s in g (2)

n the process o f storing products in a large building before they are sold, used or sent o ut to shops

* : -

George Sandford Series Editor: Jeremy Day

Cambridge English for Human

Cambridge English for

Resources is up to date, clear, and

_ Human Resources

... provides a critical review o f each o f the areas. This is a rem arkable balance to be achieved. David Megginson, PhD, MSc, BSc Fellow of the Chartered Institute for Personnel Development, Emeritus Professor of H um an Resource Development,

George Sandford

Sheffield Business School

Series Editor: Jeremy Day

For the FREE online Teacher's Book and photoc go to www.cambridge.org/elt/englishforhr \_____________________________________ Cambridge English for Hum an Resources is for

The course also includes a glossary of

interm ediate to upper interm ediate level (B1-B2)

useful vocabulary terms for the human

learners of English who need to use English in a

resources workplace.

human resources environm ent. This short course

(40-60 hours teaching time) uses practical tasks

Cambridge English for... is a series o f short

to develop the language and com m unication

courses fo r different areas o f English for

skills needed by human resources students and

Specific Purposes. W ritten for professionals

professionals. Each of the ten units is based on a

by professionals they com bine the best in ELT

case study of a m ultinational organisation. The

m ethodology w ith real professional practice.

course covers w ritten and spoken com m unication

George Sandford is a qualified human

fo r key professional needs such as: • conducting interviews

resources professional and English language

• delivering coaching, counselling and m entoring

trainer. He has published articles on human

• creating disciplinary and grievance procedures.

resources issues in Personnel Today and Personel i Zarzqdzanie ('Personnel and M anagem ent'). He is currently based in Warsaw, Poland.

Leorning

Professional English Online

P I CAMBRIDGE lf| P

UNIVERSITY PRESS www.cambridge.org

ISBN 978-0-521-18469-^ www.cambridge.org/elt/pro

ISBN: 978 0 521 17685 9

ISBN: 978 0 521 18198 3

780521 18469-b>

NIT 1 strategy e 6

MIT 2

JIT3 uitm e nt selection

IIT 4 ing and lopm ent egy

IT 5

Skills

Language focus

Texts

Linking business and HR strategies Developing an HR strategy Writing up the HR strategy

Vocabulary: strategic approaches to HR Expressing opinions W riting HR strategy documents Formal written English 1

Listening A conversation about HR strategy A presentation of research A presentation of HR strategy

Researching a resourcing plan Producing a resourcing plan Solving resourcing problems

Vocabulary: resourcing methods Interaction in meetings Vocabulary: resourcing plans Describing cause and effect Vocabulary: HR collocations 1 Paraphrasing

Listening A discussion on company resourcing A discussion on resourcing strategy A discussion on market conditions A presentation of a resourcing plan

Defining job requirements Identifying suitable candidates Conducting interviews Choosing the right candidate

Vocabulary: describing personality Writing: summaries of candidate requirements Vocabulary: interview methods Asking follow-up questions Vocabulary: candidate assessment methods

W riting a training and development strategy Designing learning interventions Producing a development programme Evaluating training and development

Vocabulary: HR strategy documents Formal written English II Vocabulary: training methods Personalising training Vocabulary: HR collocations II

Coaching in the workplace Conducting a mentoring session Delivering a counselling service

Managing conflict I Asking open questions Informal spoken English 1 Vocabulary: coaching methods Coaching sessions Managing conflict II

Reading A summary of strategic approaches to HR An HR strategy document An implementation and monitoring plan

Reading A current employee profile A resourcing plan flowchart A resourcing plan

unit J Competr page

46

unit I Employee deve.: and

performs review page 34

Listening A discussion of a job profile A discussion on person specification A discussion of interview questions Extracts from two job interviews A discussion on the best candidate for the job Reading A job profile template A person specification template A summary of the Five Global Factors (16PF5) An email Two psychometric profiles Listening A discussion of training and development strategy A training session A discussion on evaluating training Reading A company’s training and development strategy document Kolb’s Learning Cycle An employee development programme web page A summary of a training programme A numerical evaluation form A narrative evaluation form Listening Extracts from a coaching, mentoring and counselling session An informal discussion on a new employee A workshop on a coaching framework A mentoring session A counselling session Reading An email A mentoring contract

Reward m anage1- t page

70

UNIT l| HR braiKT and consuttinç page

78

MditKNUL A u d io sc r;: Answer keg

Contents

UNIT 6 Irmpetences

rage 46

UNIT 7

:age 54

IT 8 > 'srip lin e and

sage 62

INIT 9 : eward -nanagement rage 70

UNIT 10 HR branding and consulting nage 78

Skills

Language focus

Texts

Preparing a competence framework Identifying competences Writing performance standards Introducing a competence framework

Formal written English III Interviewing employees I Writing: competence frameworks: specific competences, knowledge statements, performance standard statements

Listening A discussion on competence frameworks An information-gathering interview A discussion of a current project

Planning for a development review Introducing a new review scheme Delivering an employee briefing Conducting a development review

Vocabulary: approaches to employee development review Vocabulary: HR collocations III Discussing an action plan Managing conflict III Informal spoken English II Describing possibility in the past Describing intentions, plans and possibility in the future

Listening An action planning meeting Extracts from two briefing sessions A question and answer session An employee development review meeting

Investigating a complaint Writing a disciplinary procedure Conducting a disciplinary hearing Dealing with a grievance

Asking questions using intonation Writing: rules of conduct Formal written English IV Vocabulary: causes of grievances Formal written English V Summarising opinions

Listening A complaint about an employee A disciplinary hearing A discussion of a grievance An informal meeting to resolve a grievance

Evaluating a reward system W riting a reward strategy Introducing a new reward system

Vocabulary: reward systems Interviewing employees II Discussing employee surveys and focus groups Vocabulary: financial and non-financial rewards Writing: reward strategy documents Writing: introducing a new system

Creating an HR brand Communicating the brand message Negotiating service level agreements Developing a consultancy role

Vocabulary: HR collocations IV Explaining plans and ideas Vocabulary: HR collocations V Writing: summarising brand platforms Writing: making emails enthusiastic Writing: careers web pages Managing conflict IV Writing: service level agreements

Reading An email template for all staff A competence framework document A web page introducing competences to all staff

Reading An HR forum discussion A company case study An email

Reading A disciplinary flowchart A disciplinary policy document An email Listening A discussion of a company’s reward system A conversation about the launch of a new reward system Reading The results of an employee survey A summary of results from a focus group A reward strategy document An email Listening A conversation about HR branding An explanation of a model for branding A negotiation of service level agreements A meeting to manage change in the workplace Reading Corporate objectives An employee survey A service portfolio table An email to employees Marks and Spencer pic Careers web page

Additional m aterial

page 86

Glossary

page 122

Audioscript

page 93

Acknowledgements

page 128

Answer key

page 109

Contents

5