Metodichka_-_Anglysky_yazyk

checkout supervisor's job which I took, and then ... I took a full-time job, went into training about 15 years ago. I've worked with them for 22 [years], so, yeah, about 15 years ago I went into ... as ... into a job as a training manager, which is a kind of natural progression into personnel. So I did the training job for about four or five years, and then took my first role about ten or 11years ago.

I: And where do you think you might be workwise in ten years? Where would you like to be?

C: Where would I like to be? I actually would like to still be working in personnel. Um, the career progression within my firm does tend to try and take senior team through to store management, but it's actually something that I'm not particularly interested to do. Um, I prefer the people side of the business and I would like to either be still in a personnel role in store or in a regional role as personnel.

I: Now, if someone came to you and said, 'I've ... I've got a job interview, what should I try and make sure I do?' ... can you give three tips for good interview technique?

C: Um, I suppose the first thing is to keep in mind that the first impression sticks, um, and I'm not looking for people to turn up to interview with me with ... in a three-piece suit looking as if they've just stepped out of a fashion plate, but ... tidy but comfortable, um, and that first step towards the person who's going to interview makes a huge difference if you're quite prepared to smile and be open and shake a hand, and sometimes for young people that can be really difficult because they're not used to a formal greeting ...

And to be totally natural and not try to put yourself forward as something that you're not. Because it's too obvious in an interview situation when you're, when you're trying to pull the wool over someone's eyes .... Um, talk about the things that you like, talk about the things that you're good at, because you do that naturally, if there's something that you're really interested in, even if it's got nothing to do with the job role that you're actually going into, the enthusiasm will come across. Um, I'll always know that I'm talking to somebody that's going to be enthusiastic about whatever I put in front of them,

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because they're enthusiastic about things that they like in their normal life.

Lesson 3 Ex.16

Man: It's good to relax after all those seminars, Pam. Conferences can be intensive, can't they?

Woman: They certainly can, Mark, but they do make you think. What the last speaker said about retaining staff was interesting. Man: Do you have problems with that?

Woman: Yes, increasingly so. We just can't keep the good people. We've been reviewing our salaries to see if that would help.

Man: Money's certainly important, at least to younger people, who've got to set up homes and all that entails. It seems less of an issue though as they go up the ladder. The perks that are part of the package, like the company car, may be more of a draw.

Woman: You may be onto something there. The last speaker implied that it was the non-material assets that kept people in place.

Man: You mean like a sunny workspace with a nice view?

Woman: Wouldn't that be nice! Didn't he mean things like, you know, a sense of being part of, not just the unit you work in, but the company as a whole. That's something you wouldn't give up lightly, though I'm not sure how you create it.

Man: I was talking to a long-standing colleague about why she'd stayed, and she said it was about knowing that what you contributed was appreciated. We have an awards scheme for high flyers, with a ceremony once a year where the MD hands out certificates. There are prizes too, like a holiday in California for the most successful salesperson. She just meant, though, getting the odd word or pat on the back from her line manager and colleagues when something had gone well.

Woman: Talking of managers, how important a role do they play? Man: I've heard it said that people don't join a company because the managers are good, but they certainly leave because of bad ones.

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Woman: That's not a cheering thought, is it, but I'm sure we've all been there. You'd think nowadays they'd be aware of the importance of assisting their staff with all these team-building courses....

Man: You'd think so, though most managers are so involved in the daily struggle to hit their targets that people just aren't an issue. Another thing - I wonder how flexible working affects staff retention. Woman: If you mean working from home, that depends on the job. Some just don't suit that, however much you may want to do it.

Man: But there are other things, like being able to plan your core time to avoid the rush hour or collect the kids, you know. Taking six months off to explore the world sounds great too, though I think that's of limited appeal - too many financial constraints like mortgages getting in the way.

Woman: One thing we've been considering is further training.

Man: Haven't people had enough of that, what with degrees and professional qualifications?

Woman: I'm sure they have to begin with. They're delighted to spend their free time, without having to study or save up for expensive tuition. Then, later on, things get a bit samey and they're not sure where the job's leading. If a company can provide counselling and suggest what route they could take over the years, that might be the deciding factor.

Man: I think this question of the repetitiveness that comes after a few years in a post is important. Some people get to know everything about their job. They feel secure, which often suits an organization. They're not the innovative ones though, and we need to find ways to hang onto them. So providing new stimuli by offering sideways moves or additional responsibilities may be one solution.

Woman: We've talked about the problems of keeping promising people, but maybe one of the hidden problems is that staff at the top aren't moving, so there's nowhere for the high flyers to go - they're stuck. Then they have to look elsewhere to get promotion.

Man: But what could you do? Move managers round on a regular basis?

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Woman: Nice idea, though it might be a bit confusing for everyone. No, I was just wondering about appointing senior managers for an agreed time, say three years. That would free things up further down. It's got to be better than virtually handing good staff to our competitors, hasn't it?

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Word list

Unit 1

336

Unit 2

337

Unit 3

338

Unit 4

340