3.18. Labour exercise. Some of the words in the box go in front of “labour”. Others go after. Find which go where and match the combinations to the definitions.

1. The willingness of people in the workforce to change jobs, or move to another part of the country to find work.

2. Organizations designed to protect the interests of workers in the United States. These organizations are known in Britain by another name. What is this name?

3. Workers with specialist knowledge and abilities.

4. A lack of workers in relation to the number required.

5. People who work with their hands.

6. Workers who don’t cost much to employ.

7. Disagreements between labour and management, for example over pay.

8. These can be good, or they can be bad and lead to a lot of disagreements with management.

		shortage
	cheap		manual
mobility		labour/labor		relations
	skilled		unions
		disputes

3.19. Read text 3c and define whether the statements below the text are true or false.

Make use of the vocabulary:

job applicant претендент на рабочее место

overqualified person сверхквалифицированный человек

application form анкета поступающего на работу; бланк для

заявления

background n биографические данные (все, что связано с

жизнью, образованием и т.п. человека)

to meet requirements удовлетворять требованиям

reference n 1) рекомендация; 2) поручитель (дающее

рекомендацию лицо)

personal interview личная встреча, беседа

courteous adj. вежливый, любезный

physical examination врачебный / медицинский осмотр

aptitude способности

achievements достижения

intelligence n интеллект

personality личные свойства и способности характера,

определяющие личность

honesty n честность

checking n сопоставление, сравнение

employee handbook справочник работника

pay rates ставки заработной платы

fringe benefits дополнительные льготы (пенсия, оплаченные

отпуска и т.п.)

compensation n вознаграждение

incentive plan система поощрительных вознаграждений

payroll n платежная ведомость

benefits льготы

profitability n рентабельность, доходность

Text 3c Screening Of Job Applicants

The screening process provides information about an individual’s skills and knowledge enabling a potential employer to determine whether that person is suited to, and qualified for the position. Experience has shown that hiring an overqualified person can be as harmful as hiring an underqualified person.

The application form can be used to begin screening candidates for a job. It provides information on the person’s background and training and is the first means of comparing the applicant with the job description. This will ensure that you don’t waste time on applicants who clearly do not meet the minimum requirements for the job.

Generally, the following information is asked on an employment application form: name, address, telephone number, kind of work desired, work experience, education and references.

The personal interview is the second step in the screening process. During the interview, the manager learns more about the applicant. The interview should be guided, but not dominated, by the manager, as it is important to let the candidate speak freely. Whenever possible, the interviewer should ask questions that are directly related to the job. A list of questions helps assess the applicant’s qualifications that meet the specifications for the job.

Interviewing makes the selection process more personal and gives the interviewer an overall idea of whether the applicant is appropriate for the job. The following list of techniques will help you select the right applicant for the job:

1. Review the job description before the interview.

2. Establish a friendly atmosphere.

3. Develop an interview time plan.

4. Don’t form an opinion too early.

5. Give the candidate time to tell his or her story; don’t talk too much.

6. Present a truthful picture of the company and the job.

7. Listen carefully and take notes.

8. Avoid detailed discussion of salary too early in the interview.

9. Be courteous.

10. Discuss with the candidate the next step in the hiring process and the timing.

Other screening techniques include employment tests and physical examinations. Some employment tests measure aptitude, achievements, intelligence, personality and honesty. A physical examination determines if the applicant meets the health standards and physical demands of the job.