THE SECOND MEETING IS EMPLOYMENT PART 2

A. AIM OF STUDY
1.1 Reading
1.2 Language Review

B. DESCRIPTION

Tujuan Pembelajaran 1.3:

Reading  Retraining good staff
A  Discuss these questions before you read the article.
1. The article talks about people who are high performers. What does this phrase
mean? What sort of people are they?
2. What do you think motivates high performers to stay with the same company?
B  Read the article and answer these questions.
1. What qualities of high performers are mentioned in the article?
2. What are the problems of losing high performers?
3. Which motivating factors are mentioned in the article?

Motivating high-calibre staff

…………………………………………………………………………………………………
By Michael Douglas

An organization’s capacity to identify, attract and retain high-quality, high-performing people

who can develop winning strategies has become decisive in ensuring competitive
advantage.

High performers are easier to define than to find. They are people with apparently limitless
energy and enthusiasm, qualities that shine through even on their bad says. They are full of
ideas and get things done quickly and effectively. They inspire others not just by pep talks
but also through the sheer force of their example. Such people can push their organizations
to greater and greater heights.

The problem is that people of this quality are very attractive to rival companies and are likely
to be headhunted. The financial impact of such people leaving is great and includes the
costs of expensive training and lost productivity and inspiration.
However, not all high performers are stolen, some are lost. High performers generally leave
because organizations do not know how to keep them. Too many employers are blind or
indifferent to the agenda of would be high performers especially those who are young.

Organizations should consider how such people are likely to regard important motivating
factors.

Money remains an important motivator but organizations should not imagine that it is the
only one that matters. In practice, high performers tend to take for granted that they will get a
good financial package. They seek motivation from other sources.

Empowerment is a particularly important motivating force for new talent. A high performer
will seek to feel that he or she ‘owns’ a project in a creative sense. Wise employers offer this
opportunity.

The challenge of the job is another essential motivator for high performers. Such people
easily become demotivated if they sense that their organization has little or no real sense of
where it is going.

A platform for self-development should be provided. High performers are very keen to
develop their skills and their curriculum vitae. Offering time for regeneration is another
crucial way for organizations to retain high performers. Work needs to be varied and time
should be available for creative thinking and mastering new skills. The provision of a coach
or mentor signals that the organization has a commitment to fast-tracking an individual’s
development.

Individuals do well in an environment where they can depend on good administrative

support. They will not want to feel that the success they are winning for the organization is
lost because of the inefficiency of others or by weaknesses in support areas.

Above all, high performers – especially if they are – young want to feel that the organization
they work for regards them as special. If they find that it is not interested in them as people
but only as high-performing commodities, it will hardly be surprising if their loyalty is minimal.
On the other hand, if an organization does invest in its people. it is much more likely to win
loyalty from them and to create a community of talent and high performance that will worry
competitors.
 From The Financial Times
FINANCIAL TIMES
World business newspaper.

C  Use the words or phrases from the article to answer the questions below.
Pep talk fast-tracking mentor headhunting CV
financial package
Which word or phrase:
1. Is British English for the American English resume? _______________________
2. Refers to stealing employees from companies? _______________________
3. Do you often find in job advertisements referring to money and benefits?
_______________________
4. Refers to an older, more experienced person who helps you?
_______________________
5. Usually leads to quick promotion? _______________________
6. Means a short chat to motivate staff? _______________________
D  What are the advantages and disadvantages of:
1. Headhunting?
2. Having a mentor system?
3. Fast-tracking certain employees?
a) Frequent pep talks?

Tujuan Pembelajaran 1.4:

Language Review  Indirect questions and statements

 We often use indirect questions and statements to sound more polite, for
example when asking for personal or sensitive information.
Could you tell me what your salary is?
Would you mind telling me how old you are?
I’m not sure when the interview finishes.
 Indirect questions have the same word order as direct statements.
She left the job. (direct statement)
Could you tell me why she left the job?
 We can use the following expressions to introduce indirect questions and
statements.
Iwonder / I can’t remember / I have no idea / I’d like to know / I am not sure ....
when the post will be advertised.
 For yes / no questions we use if or whether. We can also use if / whether in
statements.
Will he apply for the job? (direct question)
 I wonder whether he’ll apply for the job.

EXERCISE
PART A: In which of these questions and statements is the word order
correct? Rewrite the incorrect ones.
1. Could you tell me what your strengths are?
2. I’d like to know what would your colleagues say about you.
3. Could you tell me how have you changed in the last five years?
4. Do you happen to know what salary I will start on?
5. I am not sure where want I to be inn five years’ time.

PART B: Put the words in the right order to form indirect questions or
statements.
1. do know where you the room interview is?
2. I ask you old are you how could?
3. I wonder you if could me tell what time is it?
4. I’d like why to know we you should hire?
5. Do you mind I ask if your weaknesses are what?
6. Could I you ask why left you your last job?

PART C: You are interviewing someone for a job. How would you politely find
out the following information?
1. their age
2. their current salary
3. their reasons for leaving their last job
4. their weaknesses

PART D: Role play this job interview. Use direct and indirect questions.
Interviewees
Choose a job you would like to have in a company you would like to work for. Tell
your partner what the position is.

Interviewers
Possible areas to cover include:
 Strengths
 Experience
 Achievements
 Interest
 Weaknesses
 Skills

Skills → Managing Meetings

A Why are some meetings successful and others unsuccessful?
B Match the devinisions 1 to 12 to the words and phrases a) to l).
1. The person in charge of the meeting a) Action points
2. The people at the meeting b) Chairperson
3. To go to a meeting c) Propose
4. A list of topics to be discussed d) Attend
5. One topic on the list e) To send your appologies
6. The last topic on the list f) Item
7. To make a suggestion formally g) Vote
8. To support a fromal suggestion h) Any other business (AOB)
9. A method of making a decision i) Participants
10. An official record of what was said j) Second
and/or decided k) Minutes
11. To say that you can not go to a meeting l) Agenda
12. What needs to be done after the
meeting, and by whom

C You are managers of a retail fashion chain called Sapce. You are holding your
regular management meeting. Use the Managing Director’s notes below as an agenda
for your discussion. A different person should chair each item.
1. DRESS CODE
Following complaints from customers, we need to discuss ideas for a dres code for all
employees, as well as guidelines on personal appearance.
2. POLICY FOR SMOKERS
Non-smoking staff compalin that staff who smoke take frequent ‘cigarette breaks’ outside
the store. Should smokers work extra time to make up for the time lost?
3. COMMISSION PAYMENTS
At present, commission is based on quarterly sales at each store and is divided equally
between all staff. Now, our Sales Director wants each person to receive commission
according to their individual sales.
4. END-OF-YEAR BONUS
Staff receive sales vouchers as end-of –year bonus. The vouchers give discounts on a
range of goods at major department stores. Some managers are proposing to issue no
sales vouchers this year. Instead, staff will be invited to an end-of-year party.
5. STAFF TURNOVER
Staff tend to be young so employee turnover is high. As a result, training cost have
increased dramatically. What can be done to keep staff longer?