Section 2. Skills focus. Exercise 1. Read the following information and do the task.

Exercise 1. Read the following information and do the task.

The ideal job.

A recent survey posed the problem of people’s attitudes and considerations when looking for a job. They placed some of their requirements for a rewarding and satisfying job in order of importance. Here are most of elements considered:

- a good salary

- good relationships with colleagues

- a good canteen or cafeteria

- variety and enjoyment in the work done

- contact with public

- little work to do

- the opportunity to reduce other people’s suffering

- flexible hours

- long holidays

- proximity to place of residence

- travel

- social activities at one’s place of work (dinner dances, excursions, picnics)

- promotion prospects

- a pleasant and attractive place of work

- a clean and well-heated place of work

- the prestige of the company

- any members of the opposite sex working there should be attractive

- perks (company car, cheap loans, large discounts on company products)

- a feeling of making the world a better place to live in

- a smoke-free work area

- a crèche / daycare centre for children

- opportunities for continuing education

- an opportunity to initiate new products

- close supervision over you

- little or no supervision over you

- a strong union

- a tight organizational structure with well-defined hierarchy

- loose organizational structure

- a democratic decision-making process

- lots of responsibility

- job security

- a feeling of being useful

- the opportunity to command people

- a convenient place to park

- access to the out of doors

TASK. Classify each of the elements of the ideal job under the following four headings: essential, unimportant, desirable, undesirable. Give your reasons.

Exercise 2. Read the text and do the task.

Who is Eligible for Retirement Benefits?

Preston Jones, 51, had been an hourly worked in the machine shop of the Armon Company for 21 years and 4 months. On a Christmas holiday, he suffered a severe heart attack and was hospitalized for three weeks. At his release, his doctor said he was to rest at home for a couple of months. After his recuperation period, his doctor, along with Armon Company’s physicians, was to decide whether or not Preston should be retired for disability reasons. They never got the opportunity to make this decision - in February, Preston died of a second heart attack.

He left a wife, four sons, two daughters, and two daughters-in-law. Mrs. Jones still had four children at home.

As a part of Preston's estate, his wife received the normal group insurance payments, the balance in his savings plan account, and the other benefits due her. However, she did not receive a pension from Armon as a survivor of an eligible employee.

When Mrs. Jones and the company representatives had discussed the settle­ment, she had inquired about her husband's pension and about her right to receive it. The personnel department had stated that since contributions to this fund were made only by the company, no survivor's benefits were provided.

Questions:

1. What do you think Mrs. Jones should do at this point? Give your reasons.

Exercise 3. read the text and do the task.

Fringe Benefits for Professionals.

LJT, Architect, a small architectural firm organized as a sole proprietorship, serves clients in the New York metropolitan area. Anticipating a good year, Len Elmore, the principal, hopes for a gross of between $300,000 and $400,000.

In an architectural practice, revenue is produced by providing a variety of services that range from creating a design and generating the construction docu­ments used by a contractor in executing the project to visiting the site periodically to verify that construction is progressing according to specifications. Architects are also responsible for coordinating their work with that of the engineers and other consultants associated with projects.

Many small architectural firms such as LJT, Architect, have no permanent employees. Workers are hired for a particular project with the understanding that they might remain after a particular phase of the project is completed but that they might be laid off. Employees are usually needed for the function of design, de­velopment, and production of construction documents, which includes approxi­mately 50 to 70 percent of the services provided under a standard architectural agreement.

The personnel needed for these projects are acquired in several ways. They can be hired on a full-time permanent or temporary basis or on a part-time basis to moonlight (that is, as a second job). An employee might also be borrowed from another firm whose contracted work has been completed with no new work foreseen immediately. Len feels that hiring full-time temporary or permanent employees gives him more control over the production aspect of his practice.

At this time, Len does not follow any formal personnel policies. He prefers to "work things out" as issues and problems arise. When hiring, he will agree verbally to certain broad terms of employment, compensation, and benefits common to local professional offices, such as two weeks' vacation per year. He usually insists on a two-week to one-month probationary period during which the salary paid is slightly less than normal. A spot check of some of his colleagues leads him to believe that his salary rates are comparable with those of similar employers. Because the nature of the employment tends to be temporary, Len suggests a contract arrangement with his employees, in which no taxes are withheld and no government-required benefits are provided.

Len's plans for expansion include adding employees until his staff numbers 10. For him, this is the best staff size to provide high-quality professional services. However, the employment situation is easing for workers in architectural firms; more newspaper ads seek applicants and fewer callers contact Len for jobs. Those coming for interviews ask more than "When do I start?" Many ask about vacations, sick leave, paid holidays, medical insurance, and profit-sharing plans. Others want to know about the possibilities of advancement with LJT, Architect, and about such long-range benefits as pensions and education leave.

In view of the situation, Len has decided to look into the possibility of pro­viding his employees with a fringe benefit package. At the same time, however, he fears that his practice may be too small to begin providing these benefits, which may prove to be extremely expensive. He has set aside money from his own earnings to provide these extras for himself and has difficulty in understanding why his employees cannot do the same.

Questions:

1. What recommendations would you make to Len?

1. How much do you think your recommendations would cost?

Exercise 4. Read the following information and do the task.

Taking a Raise.

Assume that you are currently employed as a human resource specialist for a medium-sized company. You have been in your job for a little over two years, and your current salary is $28,000 per year. Two months ago, your company announced that it was going to implement a flexible benefits plan in conjunction with this year's salary raises. Your annual salary review was held last week, and you were informed that your raise would be equivalent to $3,000. For your salary level, the following options are available:

1. Take the entire raise as a monthly salary increase.
2. Take as much of the $3,000 as desired in the form of vacation at the equivalent of $200 per day.
3. Have as much as desired of the $3,000 put into a tax-sheltered retirement plan.
4. Purchase additional term life insurance at the cost of $250 per $100,000 of face value.
5. Purchase dental insurance at the cost of $20 per month for yourself and $10 per month for each dependent.

The company currently provides full health insurance at no cost to employees. How would you elect to take your raise? Be prepared to share your answer with the class.

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