2) The office for sale

Role A: a seller

Show the buyer round the office pointing out the different rooms, a secretary’s workplace. Stress the facts that the office is conveniently located in the business city centre, that it has been redecorated recently. You’d be willing to accept 140,000 euros but no less. (In the advert the price is 150,000 euros.)

Role B: a buyer

You’ve already seen some offices in the same street at the price of 100,000-120,000 euros. But you like the view out of the windows and this office seems you more spacious. However you don’t like the style of the decoration and 135,000 euros is your upper limit. Be polite as you’re interested in this office.

Task 5. a) Complete the following questionnaire.

ARE YOU A GOOD NEGOTIATOR?

1 – strongly disagree 10 – strongly agree

1 I can stay cool when I am in the middle of a conflict.

2 I am willing to compromise when I have to.

3 I realise that others have needs.

4 I am very patient.

5 I can identify the most important issues quickly.

6 If necessary, I can remain calm when I am being personally attacked.

7 I am willing to research and analyse issues carefully.

8 I believe in, and work towaards, situations where both sides can win.

9 I can deal with stressful situations.

10 I am a good listener.

TOTAL:

If your total score was 80 or above, you are aware of most of the important issues in negotiation and have the makings of a good negotiator. If youscored between 60 and 79, you will make a good negotiator but there are some areas that you need to improve. If your score was below 60, you may want to rethink some of your attitudes about negotiation and get some additional training.

b) Discuss the scores with your partner and suggest areas for improvement.

Task 6. Read the text and summarise the main points as a list of guidelines on negotiating. Discuss them with a partner.

THE ART OF NEGOTIATION

There has been a great deal of research into the art of negotiation, and, in particular into what makes a good negotiator.

One point most reseaarchers seem to agree on is that good negotiators try to create a harmonious atmosphere at the start of a negotiation. They make an effort to establish a good rapport with their opposite number. So that there will be a willingness – on both sides – to make concessions, if this should prove necessary.

Good negotiators generraly wish to reach an agreement which meets the interests of both sides. They therefore tend to take a long-term view, ensuring that the agreement will improve, or at least not harm, their relationship with the other party. On the other hand, a poor negotiator tends to look for immediate gains, forgetting that the real benefits of a deal may come much later.

Skilful negotiators are flexible, They do not “lock themselves” into a position so that they will lose face if they have to compromise. They have a range of objectives, thus allowing themselves to make concessions, for example, “I aim to buy this machine for 2000$” and not “I must buy for 2000$”. Poor negotiators have lemited objectives, and may not even work out a “fall-back” position.

Successful negotiators do not want a negotiation to break down. If problems arise, they suggest ways of resolving them. The best negotiators are persuasive, articulate people, who select a few key arguments and repeat them. This suggests that tenacity is an important quality. Finally, it is essential to be a good listener and to check frequently that everything has been understood by both parties.

VOCABULARY

AOB to call/convene a meeting

an agenda to hold/attend a meeting

an item on the agenda to chair a meeting

a chairperson to adjourn/interrupt a meeting

a vote to postpone/cancel a meeting

vote/voting to carry on with talks

voting by ballot to suit oneself

voting by a show of hands to circulate the agenda/minutes to

an affirmative vote to put into the minutes

a negative vote to approve of/sign the minutes

a casting vote to make/propose/table a motion

a proxy vote to reject a motion

an abstainer to adopt/carry/pass a motion

an abstention/abstantion by a large majority

consensus by a majority of ... votes

a contrary opinion unanimously

a deadlock by acclamation

minutes(pl) to have an equal say/stake

a motion/resolution to put a question to the vote/to voting

a proposition/proposal to hold the vote/voting

a proxy to vote on/upon an issue

a power of attorney to vote for/pro/in favour

an action to vote against/con

a proposer to vote by proxy

a supporter/seconder to abstain from voting

a one-to-one meeting to reach consensus/a consensus view

a ‘command meeting’ to have/reach a quorum

a quorum is present

to go over/recap

UNIT 7

INTERVIEWING

THEORY

An interview is the fourth stage in a recruitment process after the following ones:

1. advertising an opening (on the part of the employer),

2. writing and submitting all the necessary application documents (on the part of applicants),

3. making a close study of these documents aiming at singling out the best candidates who will be short-listed for an interview (on the part of the employer).

There are different kinds of interviews:

1. traditional one-to-one/individual interviews;

2. panel interviews where one or more candidates are interviewed by a panel of interviewers;

3. “deep end” interviews where applicants have to demonstrate how they cope in actual business situations.

The atmosphere of an interview may vary from the informal to the formal one and interviewers may take a friendly, neutral or even hostile approach. Different interviewers use different techniques and the only rules that applicants should be aware of may be: “Expect the unexpected” and “Be yourself!” Don’t get flustered when the prospective employer instead of asking about your strengths, weaknesses and goals presents you with the hypothetical crisis like that: “Your boss calls you and asks to cancel all his morning and afternoon appointments as he feels not quite well. But his desk-calendar doesn’t list the names of the people he’s scheduled to meet, only their firms. Plus there are five urgent messages on his voice mail. How would you handle this?” The interviewer probably wants to see how you think on your feet and react under pressure. Don’t let be caught off guard.

Progress interviews are interviews where employees have a chance to review and to set objectives for the future. Such interviews usually take place after a new employee has been working with a company for several months and after that they may take place once or twice a year.

Regardless of the kind every interview proceeds through three stages:

1. the warm-up;

2. the question-and-answer session;

3. the close.

The warm-up. Of the three stages, the warm-up is the most important although it may account for only a small fraction of the time you spend in the interview. Psychologists say that 50% of the interviewer’s decision is made within the first 30 to 60 seconds and another 25% is made within 15 minutes. If you’ve got off to a bad start, it’s extremely difficult to turn the interview around. Remember: the first minute of the interview is crucial.

Body language is very important at this point because you won’t have time to say much in the first minute or two. You must sell yourself nonverbally. Begin by using the interviewer’s name if you are sure you can pronounce it correctly. If the interviewer extends a hand, respond with a firm but gentle handshake. Then wait until you are asked to be seated. Let the interviewer start the discussion. And listen for cues that tell you what he/she wants to hear.

The question-and-answer session. Questions and answers consume the greatest part of the interview. During this phase the interviewer asks you to restate your qualifications and expand on the points in the c.v. (resume). You will be also asked whether you have any questions of your own.

As questions are asked, tailor your answers to make a favourable impression. Remember that the interviewer will be observing you and noting every word you say. So don’t limit yourself to yes or no answers and pause to think before responding if you are asked a difficult question. Consider the direction of the discussion and guide it where you wish with your responses.

Another way you can reach your goal is to ask some right questions. If you periodically ask a question or two, you will not only learn something but demonstrate your interest as well. It’s especially useful to probe for what the company is looking for in its new employees. Once you know that, you can show how you meet the firm’s needs. Also try to zero in on any reservations the interviewer might have about you so that you can dispel them.

Paying attention when the interviewer speaks can be as important as giving good answers or asking good questions.

The close. This is the last phase of the interview but not less important than the first two. If the interviewer has any reservations about hiring you – perhaps he/she has cited your lack of public-speaking experience or limited computer knowledge – address these concerns directly: “I agree that delivering powerful presentations is critical for my successful work and accordingly for the success of the company and I intend to join a special course in public-speaking.” or “Having mastered WordPerfect 6.0 and Excel, I’ll have no problems learning your software too.” But if you see that the interviewer is about to finish the procedure, don’t prolong it yourself. Just express your gratitude for the interviewer’s time and consideration. And if you are strong enough, you may add: ”I really want to work for your company. I want this job!” Guess what? You’ll be hired!

Remember that when you come to the interview your goal is to get the job, but if the interview goes well your objective should be to clinch the deal on the best possible terms. And they are to get the whole package: a good salary and extra benefits like a company car or cheap housing loans, bonuses paid in a “thirteenth month”, company pension schemes, free canteen meals, long holidays or flexible working hours – all that contribute to the attractiveness of a job and the effectiveness of your work.

The range of the language that the participants of an interview may use can be very wide. Below are some of the functions that may be carried out.

I. Expressing likes and preferences.

Note the constructions after the following verbs:

like would like prefer would prefer would rather

1. Infinitive with to2. Infinitive without to3. (That) + clause4. Verb + …ing5. Object6. Object + infinitive with to ++++ +++ ++++ ++++ ++

I’d like to look at the arrangements for the interview. (present wish)

I’d like us to agree who does what. (present wish)

I don’t particularly like running interviews. (=I don’t enjoy it.)

I like to start by introducing myself. (=It is appropriate.)

I’d prefer not to run it. (present preference)

II. Advising and suggesting. (see Unit 6)

Shall we get started?

Let’s just run through the stages of the interview.

We should introduce Peter at this stage.

Why don’t you do that?

You should check once more that the candidate hasn’t got any more questions.

How about running the interview?

I suggest (that) you give a summary of the interview.

I always advise colleagues to run interviews themselves.

I’d also recommend that you briefly explain the decision-making process.

III. Agreeing and disagreeing. (see Unit 6)

IV. Asking for and giving opinions. (see Unit 6)

V. Requesting information or an action.

Requesting information: please and/or a polite formula + a question word + a request

Requesting an action: please and/or a polite formula + a request

Here are some polite formulae:

Could/can you (tell me) …?

I’d like you to …

I’d like to know …

I wonder if you could (tell me) …

Do you think you could (tell me) …?

Would you mind (telling me) …?

Do you (happen to) know …?

Answer the following questions:

1. What are the stages in a recruitment process?

2. What are the kinds of interviews? Which one would you prefer as an interviewer/an interviewee? Explain your choice.

3. The first minute of an interview is crucial. Do you agree?

4. How many communication tools do you have at your disposal when being interviewed? Which ones will you use at each stage of an interview?

5. What should an interviewee remember in order not to be caught off guard?

6. Why is paying attention when the interviewer speaks as important as giving good answers or asking good questions?

7. Can an interviewee guide an interview where he/she wishes? In what way?

8. What techniques can an interviewee use to sell himself/herself best?

9. What should you do if the interview goes well and you are quite confident that you’ll be hired?

10. Enumerate the factors that you as a potential interviewee consider to influence your behaviour at an interview most. Dwell on each factor.

PRACTICE

Task 1. Complete the text below by choosing the appropriate verb from the following list and putting it into the correct form.

write hireadminister recruitshowtrain analysesuperviseprepare defineidentify develop

Before 1) … an employee, recruiters should have a clear idea of the new employee’s activities and responsibilities. Thus, the job analysis must be developed as an early step in the recruitment process. After 2) … a specific job, a statement should be drawn up in 3) …, 4) … the content and location of the job. This is the job description. 5) … an accurate job description is very important and involves 6) … all the duties that must be carried out. For a sales manager a brief description might read: ‘Duties include 7) …, 8) … and 9) … the sales staff; in charge of 10) … the sales department.’ As well as a job description, recruiters should consider 11) … a hiring description, 12) … the background, experience and skills required.

Task 2. Complete the following sentences with appropriate conjunctions of time.

1. … going to an interview, make sure you have done all the necessary preparation.

2. Don’t go to an interview … you have done all the necessary preparation.

3. … answering the first questions, be as brief as possible.

4. Get your interviewer to describe the company’s needs … you can.

5. … finding out the company’s needs, relate yourself to those needs.

6. Now describe your own achievements … keeping in mind those needs.

7. … answering, pause to make sure you understand what the interviewer wants.

8. … answering, try to emphasise how you will help the company to solve the problems faced.

9. … you go for an interview, remember the importance of appearance.

10. In 80 per cent of cases interviewers make up their minds in the first few minutes … the interview starts.

11. A good impression may turn to bad … the interview is in progress.

12. But remember that … formed, bad impressions are almost impossible to overcome.

Task 3. Choose either the adjective or the adverb in each of the sentences below.

1. The first task for the interviewer is to make the candidate feel comfortable/comfortably.

2. In a panel interview the nominee may look at the interviewers nervous/nervously.

3. If the candidate sounds nervous/nervously, encourage him/her to speak on a well-known topic.

4. This approach proves clear/clearly the importance of a well-prepared strategy.

5. When the interviewee appears good/well in control, it is time to move on to more probing questions.

6. If the atmosphere becomes tense/tensely, the interview leader should take charge.

7. The leader should keep the pace of the interview lively/livelily and the atmosphere friendly/friendlily.

8. In a good interview the candidate seems hard/hardly to notice the time.

9. The time for each interviewer and interviewee goes very quick/quickly in a well-conducted interview.

10. Well-prepared interviewers are usually good/well at interviewing.

Task 4. Fill the gaps with suitable words from the list below.

gradechecklistassessoutcomecompetence behaviouralappointeepanelnon-controversialkey expertiseperson specificationrapportbiographicalenable

1. A … is the statement of the human characteristics and experience required to do a job.

2. Sometimes one candidate is interviewed by a … of interviewers because this increases the likelihood of making a good choice.

3. At the first stage of an interview the interviewer needs to make the candidate feel at his/her ease, develop … and set the scene.

4. It is appropriate to start the interview with a neutral chat by asking … questions – perhaps about the weather or the traffic conditions.

5. A … of critical questions is normally prepared so that each nominee is asked for standard information.

6. The … approach is the most straightforward and reliable.

7. The interviewer might want to know something about the … style of the interviewee.

8. The interviewer’s questions should encourage and … the candidate to speak freely.

9. Before closing the interview it is useful for the interviewer to summarise the … points and issues.

10. Then the interviewers need to … all the candidates in order to select the best one.

11. Before choosing the one who will have the position offered the interviewers … the nominees according to their preferences.

12. The … of the interview is of great importance to the candidate.

13. If an organization recruits from inside, the employees see that … is rewarded.

14. An … is the person chosen for a position or job.

15. One of the advantages of using an employment agency is that it offers … in an area where the employer is not regularly in the market.

Task 5. Choose the best response from the choice given.

1. So, who should we ask to lead the interview?

a. I’d like that you ask Peter.

b. I’d like you to ask Peter.

c. I like you to ask Peter.

2. Right, shall we make a start?

a. Yes, I’d like to tell you a little about my last job.

b. Yes, I like to tell you a little about my last job.

c. Yes, I’d like tell you a little about my last job.

3. My name is Hugh Porter.

a. How do you do, Mr. Porter? Do you like to sit down?

b. How do you do, Mr. Porter? Would you like sitting down?

c. How do you do, Mr. Porter? Would you like to sit down?

4. And what do you do in your spare time?

a. Well, I’d like to ski.

b. Well, I like skiing.

c. Well, I like ski.

5. Would you like to make a decision now?

a. Well, I’d prefer you to send me a formal offer.

b. Well, I’d prefer you sending me a formal offer.

c. Well, I prefer that you send me a formal offer.

Task 6. Paraphrase the following sentences using the words/constructions given in brackets.

1. Shall we get started? (Let’s)

2. I suggest that you first shortlist the candidates. (How about)

3. I recommend that you decide the interview plan first. (Why don’t you)

4. I would advise you to ask questions about education. (suggest)

5. I would recommend that you observe the candidates very closely. (advise)

6. So, then I think you should talk about the job itself. (Why don’t you)

7. So, let’s spend fifteen minutes on that. (should)

8. Why don’t we make the final decision next week? (recommend)

9. Now, I suggest that we discuss these in more detail at the next meeting. (Let’s)

10. I recommend you to give a summary of the interview. (I recommend that)

Task 7. Paraphrase the following questions using a polite formula expanded from the words/constructions given in brackets.

1. What did you enjoy most at university? (you tell me)

2. Would you be prepared to learn a foreign language? (like to know)

3. Why did you leave your last job? (Would you mind)

4. When did you pass your accountancy exams? (happen to remember)

5. When could you make a decision? (like to know)

6. Does your present employer know you plan to leave? (you tell me)

Task 8. Read the part of the discussion at which a Personnel Manager and two of her colleagues talk about how to run a good job interview and complete the table on interview activities.

Interview stage Activities

First 1.2.3.4.

Middle 1.2.3.4.

End 1.2.3.

Ann: OK, shall we get started? The job interviews for a new Production Supervisor will be held on 15 October.

Paul: Right.

Peter: OK.

Ann: The invitation letters have gone out to the shortlisted candidates, and you have the timing of the interviews on this sheet here. I think you’ve seen the sheet already.

Paul/Peter: Yes.

Ann: Today I’d like to look at the arrangements for the interview and answer any questions.

Paul: Are you going to sit in on the interview?

Ann: Well, if I’m available, I don’t mind sitting in, but I’d prefer not to run it. You see, I don’t particularly like running interviews for other departments. I always advise colleagues to run interviews themselves.

Peter: Yes, that makes sense. The appointee will need to work closely with us.

Paul: Yes, and we know what type of person we’re looking for. So, how about you running the interviews then, Peter?

Peter: Fine, if you have no objections.

Paul: No, none at all.

Peter: So, let’s just run through the stages of the interview. I’d like us to agree who does what so that the interviews can go smoothly. So, the first stage – introductions. Why don’t you do that, Paul? Then I’ll handle the main part.

Paul: So, I’d like to start by introducing myself and then move on to a neutral chat – travel, weather, that sort of thing.

Ann: Yes, that sounds fine. Though we should introduce Peter at this stage and let him say a few words.

Paul: Right. Is that enough for the first stage?

Ann: A bit more, I think.

Paul: OK. Perhaps the plan of the interview.

Ann: Yes, it’s a good idea to sketch it out at the start. And I’d also recommend that you briefly explain the decision-making process. It all helps the candidate to settle down and also shows a professional image.

Paul: OK, I’ve got that. So, then it’s over to you, Peter.

Peter: Right. The main part. Asking questions to get information.

Ann: What type of structure would you like to follow?

Peter: Sorry, what do you mean?

Ann: Well, you can organize this stage biographically – education, qualifications, work experience – or base it on areas of interest to us – experience relevant to the job.

Peter: Well, what would you suggest?

Ann: Depends on you. Just as long as you have a structure to start with and follow it – until you find a more interesting avenue to pursue.

Peter: OK. So questions first to elicit information.

Ann: Yes, and remember to start with the closed ones. You know the ones that deal with concrete facts, like when, where, what and why.

Peter: Like ‘Can you tell us what you enjoyed most at university?’

Ann: Yes.

Paul: And ‘Could we ask you why you want this job?’

Ann: Well, that’s for later.

Peter: Right. Fine. So, that’s the second stage, isn’t it?

Ann: Well, don’t forget the other side of the coin. Listening to the answers you get. And observing the candidate’s behaviour. Don’t forget that how the candidate behaves is often more important than the answers he or she gives.

Peter: And, of course, I’ll also need to answer questions that arise as we go along.

Ann: Yes. OK, what about the third stage, then? First of all, who’s going to do it?

Paul: Well, I’ll take over again, if you like.

Peter: Good.

Paul: So, then I need to say what happens next, and bye-bye.

Ann: Well, I suggest you give a summary of the interview – the main points covered.

Paul: OK.

Ann: And then you can say what happens next.

Paul: Fine, I think that’s all clear now.

Peter: Yes, I’m happy with that.

Task 9. Use the person specification table below to form fifteen sentences about the ideal applicant. The first one has been done for you:

1. The applicant must look tidy.

Necessary Prohibited Not necessary

Physical make-up1. Look tidyAttainment +

2. Have experience3.An MBA4. Show good interpersonal skills5. Be aggressive General intelligence ++ + +

6. Be of above average intelligence7. Be intellectual Special aptitudes8. Can communicate with all levels9. See him/herself as a top manager Interests10. Be interested in developing people skills11. An interest in technical aspects Disposition12. Show a logical approach to problem-solving13. Seem prone to stress Circumstances14. Have a secure family15. Live within this region +++++ ++ +++

Task 10. In the table below there are some notes prepared by the Marketing Director of a large company. They concern two members of the Market Research Department (MRD), Barbara and Graham. Both these employees have been in the MRD since they joined the company. They have both just applied for the vacant position of the Head of the MRD. Imagine that you are the Marketing Director, compare the applicants on the basis of the given information, interview them and then decide who will be offered the position.

1. Candidate Barbara Graham

2. Age 30 36

3. Status single married, with 3 children

4. Years of service in company 3 8

5. Educational qualifications master’s degree in marketing; diploma in communications 3 A levels, 6 O levels (no further education)

6. Previous work experience 2 years in transport department of oil company 2 years as a waiter; 5 years in banking (Lloyds); 3 years in market research firm

7. Special skills and abilities communicates effectively with staff; articulate; logical mind; sound powers of analysis; fluent French and Italian writes superb reports; exceptional mathematical ability; highly intelligent

8. Personal qualities hard-working; efficient; mobile – will work anywhere in the UK; lively; out-going personality; popular with most colleagues respected because of his knowledge of the job; quiet; reserved; always calm in a crisis

9. Negative points sometimes works too fast and misses important facts; can be too frank and outspoken; one or two colleagues can’t stand her; smokes too much; lives on her nerves considered unsociable by some; speaks rather slowly and hesitantly; no foreign languages; not mobile – wife has important job at local hospital

10. Interests modern jazz dancing; collecting paintings says he is too busy to have outside interests

11. Health had serious illness while at university – studies interrupted for one year excellent

While comparing the candidates make use of the following structures.

e. g.: Both Barbara and Graham are over thirty. Barbara is single. Graham, on the other hand, is married with three children.

1. Graham has had no further education whereas Barbara …

2. Besides speaking French, she …

3. Graham is extremely good at writing reports. Furthermore, …

4. Despite Barbara’s ability to communicate well with her colleagues, …

5. Although Graham is respected by his colleagues …

Task 11. Arrange the following phrases into interview-related conversations. The first phrase is shown.

I.

(2 interviewers (Joe Andrews, Pilar Soto) speaking)

1: But the Software Engineering Manager isn’t going to be meeting customers.

2: Well, let’s have the next one in and see if he’s any good!

3: He looks quite good on paper.

4: I’m sure he’s very sound, technically. The thing is, we must have someone who can communicate.

5: Ask Dr. Vila to come in, please.

6: You never know. Anyway, he’s going to be talking to us every day! Schultz didn’t sound very confident in either Spanish or English.

7: Well, thank you, Mr. Schultz. Goodbye! … Well? What do you think, Joe? (1)

II.

(2 interviewers (Joe Andrews, Pilar Soto) and 1 interviewee (Dr. Vila) speaking)

1: Thank you. Dr. Vila, your c.v. doesn’t go into details about the hardware you’ve been working with recently. Tell me about your present job. What’s the set-up?

2: All right! Now I’ll hand you back to Mr. Andrews.

3: Well, we have a network of IBM PCs and compatibles which can operate as individual work stations or they can access a much more powerful minicomputer.

4: Good afternoon.

5: Good afternoon, Dr. Vila. Please, sit down. My name is Joe Andrews, I’m the Staff Controller, and my colleague here is Pilar Soto, the Data Manager. (1)

6: Thank you.

7: I think Miss Soto would like to discuss technical matters with you to begin with. Then I’ll come in with some more general things. Miss Soto?

8: Good afternoon.

III.

(1 interviewer (Joe Andrews) and 1 interviewee (Dr. Vila) speaking)

1: Well, you tell me, Dr. Vila. Why did you move from banking to printing, to computer consultancy and now you want to move into heavy industry? And perhaps I ought to mention global navigation?

2: I see. More on the marketing side? You’re quite sure about that? You think your track record will help you?

3: Hm… I’m glad you think so. You know what I think? I see a young man who may well be smart but who really doesn’t know where he’s going.

4: It depends on how you look at it. It was an adventure, of course, but we also carried out a research programme for computer-aided satellite navigation. So actually I think it was quite useful. Anyway, would you turn down a chance like that?

5: Because all those things are my career! In every position that I’ve had I’ve been developing my knowledge of computer systems. That knowledge I can apply equally well to banking, or machine automation, or image recognition – anything you like.

6: Well, Dr. Vila, while you’ve been talking to Miss Soto, I’ve been refreshing my memory of your c.v. It makes interesting reading. Rather a mixed career so far. Suppose you do join our company. Where do you expect to be in five years’ time? (1)

7: OK, Dr. Vila. Are there any questions you want to ask us?

8: Yes, I think it will.

9: Well, yes …

10: Why do you say that?

11: Well, a head of a department – an assistant head, anyway – in technical sales or overseas marketing.

12: I see. Well, maybe you have a point. But taking a year off to go sailing at the start of your career, when you’ve just got your PhD. Wasn’t that a year wasted?

IV.

(1 interviewer (Pilar Soto) and 1 interviewee (Dr. Vila) speaking)

1: The thing is, I see my career developing more towards marketing.

2: You never know! Anyway, I’m certainly going to be involved in product development.

3: Yes. I’d like to know more about the people I’ll be working with.

4: Marketing is rather a big jump. After all, as an engineer, you won’t be directly involved in selling.

5: Are there any questions you want to ask us? (1)

6: Well, maybe you have a point there. It depends on how you look at it… Thank you, Dr. Vila. It has been very interesting talking to you. However, we still have one more person to interview.

7: Well, this is a new post. We’re not quite sure which department it will be in – Marketing or Technical.

TRANSLATION

Task 1. TNT Systems was looking for candidates for the position of Commercial Director. Three applicants came for an interview after they had submitted their resumes. The third and the most successful was Mr Kotov.. Here is the interview with him. Translate it into English.

K: Доброе утро, сэр.

А: Доброе утро. Входите, входите смелее. Вы м-р Котов, не так ли? Садитесь, пожалуйста. Подождите, пока я не закончу подписывать эти письма. Тем временем заполните, пожалуйста, эту анкету… Ну, теперь все, и я могу заняться Вами, м-р Котов. Скажите, как долго Вы работали в фирме Дельта?

К: Пять лет. Я ухожу только потому, что наша фирма переезжает в Новгород, но думаю, что перемена пойдет мне на пользу.

А: Что Вы знаете о нашей фирме? У Вас есть какие-либо вопросы ко мне?

К: Полагаю, что Ваша фирма имеет большие перспективы. Я хотел бы узнать от Вас, на чем вы собираетесь сосредоточить свои усилия в ближайшие годы?

А: Мы планируем развернуть деятельность в англоязычных странах, в основном в Англии, закупать там оборудование, технологии, а также организовать здесь обучение специалистов. Нам нужна сильная творческая команда, чтобы наша фирма со временем стала конкурентоспособной на мировом рынке.

К: За что я буду отвечать и какие у меня будут обязанности в первый год работы?

А: В первую очередь Вы будете отвечать за наши контакты с английскими партнерами, вести с ними переговоры и закупать оборудование. Вам нужно будет много путешествовать. Кстати, вскоре в Лондоне состоится ярмарка и, возможно, у Вас будет шанс туда поехать.

К: Да, понимаю.

А: Итак, скажите, каковы Ваши три основные достоинства?

К: Думаю, что это: надежность, лояльность, энергия.

А: Ладно. Вы хорошо переносите повседневные нагрузки?

К: Да. Я привык напряженно работать.

А: Вы по натуре лидер, предприниматель?

К: Думаю, что да.

А: Хорошо. Теперь, м-р Котов, я готов предложить Вам работать с нами. У Вас отличные отзывы с предыдущей работы. Думаю, что мы начнем с 450 долларов, а если Вы себя хорошо покажете, то через 3 месяца мы пересмотрим Вашу зарплату. Мы работаем с девяти до половины шестого с часовым перерывом на обед и двухнедельным отпуском. Вас это устраивает? Вопросы есть?

К: Насчет командировок, их продолжительность, куда?

А: В основном в Англию, и не дольше, чем на месяц.

К: Хорошо. Когда Вы хотите, чтобы я начал работать?

А: По возможности через неделю.

К: Боюсь, что я могу начать только с 10 октября.

А: Это не важно. Итак, увидимся десятого?

К: Да, конечно. Большое спасибо. До свидания.

А: До свидания.

Task 2. It’s considered to be polite to send a thank-you letter to your interviewer afterwards. This step may contribute to your recruitment. Translate the following letter into English.

Уважаемый г-н Андерсен!

Благодарю Вас за время и внимание, которые Вы уделили на интервью со мной на прошлой неделе. Благодарю Вас также за предоставленную возможность обсудить с Вами мою квалификацию и жизненные цели.

Я надеюсь, что Вы удовлетворены моими ответами на все вопросы, и готов предоставить Вам любую информацию, которая может Вам понадобиться.

Я бы очень хотел занять должность, про которую мы с Вами говорили, и надеюсь, что Вы рассматриваете меня как серьезного кандидата.

С нетерпением жду ответа.

Искренне Ваш,

Борис Котов

Task 3. This is part of a report that a personnel manager wrote after interviewing a candidate for the position of Director of Software Development. Translate it into Russian.

Articulate and well presented, Paul Sutherland is an excellent candidate for the post of Director of Software Development. He wants to leave his present employer, a small computer company, because he feels that he does not use his knowledge of software engineering to the full. He is now looking for a more challenging position where his field of specialisation can be exploited in a more stimulating environment. He realises that our company is growing rapidly, and that he would be expected to contribute to that growth. He is familiar with our existing range of software and is regularly reading our publications.

Although at present he is living in the south, he says that he is willing to go wherever we decide to send him. He occasionally travels to various European countries for tyrade fairs and exhibitions and enjoys meeting people of different nationalities. At the moment he is attending a training course at the Goethe Institute in order to perfect his German.

DISCUSSION

Task 1. Read the list of the get-hired-fast rules. What rules do/don’t you agree to? Why? Try to think of some other rules and compile the list of additional DOs and DON’Ts.

GET-HIRED-FAST RULES.

PART 1. Dos.

1. Before going to the interview get information about the company and its specialization.

2. Be punctual.

3. Be well groomed and appropriately dressed. Be neat.

4. Take your c.v. and other necessary documents with you.

5. Be friendly and smile. Be optimistic.

6. Accentuate that you have qualifications required for the job.

7. Recount the experience you’ve had which would fit you for the job.

8. Speak and think more about the future than about the past.

9. Speak positively about your previous employers.

10. Wherever possible stress your stability, diligence, an ability to keep commercial secrets, flexibility, readiness to learn and other qualities describing you positively, but be accurate with the dosage.

11. Recognize your demerits if exposed.

12. Treat the employer with respectful dignity.

13. Maintain your self-control. Overcome your nervousness and shortness of breath.

14. Hold yourself erect.

15. Give honest and straightforward answers.

PART 2. DON’Ts.

1. Don’t say yes or no, expand your answers.

2. Don’t keep stressing your need for the job.

3. Don’t discuss the previous experience that is irrelevant to the job situation.

4. Don’t apologize for your age.

5. Don’t beg for favours, consideration.

6. Don’t look humble. Don’t display the feeling of inferiority.

7. Don’t speak indistinctly.

8. Don’t be a know-it-all person.

9. Don’t be one of those Jacks of all trades who can do everything.

10. Don’t express your cock-sureness.

11. Don’t avoid answering and asking questions.

12. Don’t be a typical person, express your individuality in everything: clothes, behaviour, manners, etc.

13. Don’t express ideas on salary or fringe benefits on the early stages of the interview.

14. Don’t prolong the interview when it should be over.

15. Don’t forget to send a thank-you note within twenty-four hours after the interview and don’t forget to state once again that you are an ideal match.

Task 2. Here are ten tough interview situations you may encounter in your job search. Think about how you might handle each situation. Provide your solution and give arguments to support it.

Problem 1: Your interview starts 45 minutes late. You’re due back at your working place in 15 minutes and you feel anxious about the time because you can’t delay returning.

Problem 2: The interviewer won’t stop talking and give you a chance to sell yourself or your talents.

Problem 3: The interviewer seems to dislike you and shoots down every answer you give.

Problem 4: You keep trying to promote the conversation but your interviewer isn’t saying much.

Problem 5: The interviewer likes you and says so but adds that your background isn’t exactly what the company is looking for.

Problem 6: The interviewer suddenly hits you with a series of tough, fast questions you can’t answer: some – because of the speed of their appearance, some – because you don’t know the answer.

Problem 7: The interviewer tells you that although the company has no opening of the kind you seek, you can temporarily take an opening at a lower level.

Problem 8: The interview is going well. Then the interviewer describes the specific job that is open. You understand it isn’t for you.

Problem 9: The interviewer talks on and on about the company, its prospects, the wonderful working conditions and the staff. And then asks when you can start. Without opening your mouth you’ve got a job offer.

Problem 10: The interview goes well and you’re offered the job right there and then. But you have been recently interviewed at another firm and would prefer to work there but you don’t know whether you’ll be offered that position. Should you take the job you’ve just been offered or wait for the other one?

Task 3. A good interwiew is always well-structured. Work in pairs and put the list of things that an interviewer should do into a logical sequence.

a answer questions

b ask questions about candidate’s CV

C explain tha plan of the interview

d explain what happens next

e hold a few minutes of neutral conversation

f listen

g make the candidate feel at ease

h observe

i summarise the main points

Now decide what the interviewer and the interviewee could say at each of the nine stages.

Example:

1 Make the candidate feel at ease:

Interviewer: “Thank you for coming, I hope you had a good journey.”

Interviewee: “Yes, thanks. It only took 40 minutes, door-to-door, and it’s easy to get here from the station.”

Task 4. Try to think of some tough interview situations. How would you handle them?

Task 5. Role-play several of the situations given in T.2 or suggested by you in pairs. Having watched each play exchange your critiques.

Task 6. Work in pairs. Role-play an interview. The matter of prime importance for the interviewer is the sphere of the interviewee’s job preferences. Use the following list of choices for asking questions:

1. doing a routine job or doing something new;

2. working in a team or working alone;

3. starting work early and going home early or starting work late and going home late;

4. one long holiday or several short holidays;

5. going to staff parties or not going to staff parties;

6. working in an open plan office or in a traditional office;

7. a less well-paid job with more holidays or a better-paid job with less holidays;

8. longer working hours and more money or shorter working hours and less money;

9. more responsibility and more money or less responsibility and less money;

10. a company car or an increase in salary;

11. more travel or less travel;

12. a good expense account and lots of entertaining of clients or no expense account and no entertaining of clients.

Task 7. Imagine that you are being interviewed. The interviewer asks the following questions and provides alternatives. Think which one you might choose. Remember that the purpose is to find out how good you are at communicating.

1. The managing director of your company invites you to lunch. When you return to the office, your boss seems curious.

a. You’ll tell your boss everything you discussed.

b. You won’t tell your boss anything.

c. You’ll mention the lunch casually, as if it was unimportant.

2. Your managing director asks you what you think of a new design. You think it is terrible and won’t sell.

a. You’ll say how much you like it.

b. You’ll look carefully and say what you really think.

c. You’ll say you are not a very good judge.

3. You reach a decision with a colleague. When you think about it later, you realize it’s the wrong decision.

a. You’ll forget about it rapidly and do nothing.

b. You’ll phone your colleague and tell him.

c. You’ll wish you did not have to make decisions.

4. You are briefing your staff at a meeting on new sales procedures. One employee keeps interrupting with questions which are not relevant.

a. You’ll ask to keep all the questions until the end.

b. You’ll accept the interruptions.

c. You’ll say that you won’t accept any interruptions.

5. An employee says to you ‘I shouldn’t tell you this, but have you heard … ?’

a. ‘I don’t want to hear any office gossip.’

b. ‘I’m interested only if it’s important for our business.’

c. ‘What’s the latest? Tell me all … ‘

6. Your boss makes an inaccurate statement at the meeting with a client.

a. You’ll point out the mistake to your boss later.

b. You’ll tell the client yourself later.

c. You’ll correct your boss in front of the client carefully.

Scoring: 5 points for each right answer (1a, 2b, 3b, 4a, 5b, 6c).

Analysis:

0-15 – You need to consider your approach to communication. Remember that communication skills can be learnt, they are not a gift. There are many communication courses available.

15-25 – You are a good communicator, but there are areas in which you could improve. You need to think more about communication strategies to get the best results.

Over 25 – You are an excellent communicator. You know how to get through to people, and have good strategies for obtaining results.

Task 8. Work in pairs, and roleplay this job interview at a computer company.

STUDENT A

You work for a computer company and want to recruit some energetic, youthful people to your marketing department. Experience is not essential but enthusiasm and the desire to learn it.

Read Student B’s Curriculum Vitae, then prepare to interview him/her.

Make sure the interview is well-structured, and that you have a list of questions about the interviewee’s CV ready.

STUDENT B

You have applied to a computer company who want to recruit some energetic, youthful people to its marketing department. You are very keen on the job, and think you have a chance because they say that experience is not essential, but enthusiasm and the desire to learn it.

Give Student A your Curriculum Vitae to read, then prepare to be interviewed by him/her..

Prepare a liust of subjects that you think the interviewer might ask about and have answers about your CV ready. Plan how to “sell” yourself at the interview.

Task 9. Having identified and interviewed a number of possible candidates for the post of Marketing Director, Hi-Style management decided to offer the job to Peter Collin, currently European Marketing Director at Cosmetics International.

Work in groups of three, one of you playing Peter Collin and the other two playing Hi-Style’s Managing Director and Director of Human Resources respectively. Read you role-cards and prepare for the negotiation carefully, using the information from Unit 6.

A. Role-card for Managing Director and Director of Human Resources, Hi-Style Inc.

You want Peter Collin for the job, but not on any terms. You have worked out the following negotiating position and, although you are prepared to compromise a little, you are not going to let him “push you round.”

Salary $120,000 (i.e.20% more than his present salary)

Bonus A “golden hello” i.e. Bonus for making the move to Hi-Style of $24,000 plus a yearly bonus depending on the company’s financial performance but guaranteed not to be less than one month’s salary

Accomodation A housing allowance: Hi-Style will pay 50% of the cost of rented accomodation (usually the firm only pays 20 %)

Car Negotiable – room to offer something a bit special if he has had to make too many concessions

Hours of work No fixed hours

Length of contract Three years: probationary period of six months, at the end of which the contract can be terminated by either side – if Peter Collin leaves before the end of his contract, he may not take up employment with one of Hi-Style’s competitors within the next twelve months

Health Free membership of a private health insurance scheme

Employment for Paula A position as personal assistant to one of the middle managers could be offered (no higher position would be available to her)

B. Role-card for Peter Collin

You are keen to take up this offer as you know it would be an excellent career move and provide you with the kind of challenge your current job lacks, but you are determined to negotiate a very good package. Going to Geneva is not an easy option for you – you will be leaving behind a secure position and a lovely home for a very unknown quantity; Paula (his wife) is unhappy because she will have to appoint a manager to look after the business she loves to run herself; you’ll have to let your house, with all the problems and risks that involves; and you’ll have to pay for your children to travel to Geneva in the holidays. With all that in mind, you have worked out the following negotiating position.

Salary $160,000 (your current salary is $100,000, but your boss offred to raise it by 20% when he heard you were thinking of leaving

Bonuses A “golden hello” (i.e. A payment for making the move to Hi-Style) of three months’ salary plus a guaranteed six monthly bonus of at least 10% of your annual salary

Accomodation Free accomodation (preferably a large rented house in a smart area of Geneva) plus telephone costs and a subscription to the local golf club

Car Negotiable – but a model appropriate for the position

Hours of work A guaranteed five-day week

Length of contract Five years – in the event of the contract being terminated before the end, you must receive financial compensation

Employment for Paula A managerial or executive position with Hi-Style (nothing too “low level”)

Other Stock options? Education allowance for your children? Paternity leave? Etc.