I. Give the Russian equivalents:

Unit V. Employment.

I. Give the Russian equivalents:

1) intelligence, 2) marital status; 3) qualifications; 4) references; 5) to train – training; 6) absentee record; 6) (not) to come up to expectations; 7) a high-flyer; 8) a steady performer; 9) anxious – anxiety; 10) low esteem; 11) easy-going; 12) moody; 13) punctual; 14) quick-tempered; 15) to be tired; 16) to conform to smth; 17) casual clothes – formal clothes; 18) to undermine the discipline; 19) to corrupt morale; 20) to sue smb for unfair dismissal; 21) to move on; 22) to go over; 23) to sum up; 24) to leave smth. aside.

II. Complete the sentences:

1. If you want to find out about the job, you should ring up….

2. Key questions which are usually asked at the interview are….

3. This applicant knows how to set goals for people, so….

4. The person who doesn’t come up to expectations is….

5. The core point to take into consideration at the recruitment stage is….

6. The boss wanted John Humphries to conform to….

7. Nishiura’s boss supposed that his behaviour….

8. Many companies are introducing dress codes for….

9. As the staff of our firm are young, employee turnover is…

III. Pierre is talking about his job. Correct what he says.

I work for a French supermarket company. I work about the development of new supermarkets. In fact, I running the development department and I am manage for a team looking at the possibilities in different countries. It’s very interesting. One of my main is to make sure that new supermarkets open on time. I’m also charged with financial reporting. I deal at a lot of different organizations in my work. I’m responsible of planning projects from start to finish. I work closely near our foreign partners, and so I travel a lot.

IV. Translate from Russian into English:

1. Работодатель поинтересовался, какие у соискателя сильные и слабые стороны.

2. Людям, которые паникуют при первом проявлении стрессовой ситуации, трудно получить продвижение по службе.

3. Большой проблемой для каждой компании являются сотрудники, которые никогда не станут успешными или даже просто хорошими исполнителями.

4. Если руководство позволяет сотрудникам отсутствовать без причины, это подрывает дисциплину и моральный дух компании.

5. Водители этой японской фирмы должны выглядеть профессионально, чтобы создать хорошее впечатление о компании.

6. Руководство пригрозило Джону увольнением, если он не примет их дресс-код.

7. В настоящее время комиссионные выплаты сотрудникам основываются на объёме квартальных продаж.

8. Нашей фирме нужны люди, которые не только имеют соответствующую квалификацию, но и хотят делать свою работу.

9. При составлении резюме, проверьте, чтобы его было легко читать, и не перескакивайте с одной темы на другую.

10. Люди обычно очень искренне говорят о своих недостатках.

V. Match the terms with the definitions:

Dress code 1. the process or the business of recruiting new employees

To interview 2. the way that you are expected to dress in a particular situations, especially as an employee of a particular company.

Recruitment 3. to ask someone questions, especially in a formal meeting, in order to find out if they are suitable for a job.

Skill 4. an extremely successful person, organization, etc.

High-flyer 5. an ability to do something well, because you have learned and practised it.

VI. Answer the questions:

1) What factors are important for getting a job?

2) Describe the best/the worst type of an employee.

3) What problems do companies face while recruiting new people?

4) Can the personality change during one’s working life?

5) What questions are usually asked at an interview?

6) What can make the interview successful?

7) Where can you find out the information about the company you are going to work for?

8) Why do many companies introduce a dress code for their employees?

9) What can affect the company discipline?

10) What policy for smokers do companies normally have?

VII. Summarize the text:

The money move

By Vanessa Drucker

You want a raise. You deserve a raise. But how do you ask for a it? Experts say there are several ways to make the interchange less stressful and more successful.

The first sign her co-workers noticed was the empty candy bowl. Lisa, an accountant at a construction company, was a cheerful woman who had always kept a dish of goodies on her desk. When she started removing the pictures and the plants from her office, rumours began to circulate.

She did not explain her behaviour to anyone. Then the candy dish disappeared. "She had been promised a raise for a long while,” recounts Linda Talley, an executive coach based in Houston. Removing things from her office was a subtle way of letting her employers know she wouldn't wait any longer, but it worked. A few months later her salary was boosted by $5,000. There are many ways to ask for a raise, and Lisa's method is not for everyone. But experts say there are some basic ways to enhance your prospects for success.

Adding value

The golden rule is to offer value, based on qualifications and achievements. Forget about your years of hard work, your experience, your personal needs and expenses, your mortgage, your ailing grandmother and your Great Dane's dog food bills. The 'dumbest case you can possibly present is one based on pity,' warns Howard Figler, a career counselor and author of The Complete Job-search Handbook.

In the private sector, your contribution probably falls within certain categories. You may be a key person who attracts new customers or one who is skilled at retaining the present relationships. You may be a cost-cutter, who improves the company's bottom line. Less

quantifiable, but no less important, your reputation might enhance that of your employer or you could be one of those sunny personalities who boosts the morale of all around them, enhancing productivity.

R&D

It stands for 'research and documentation', which is your responsibility. You must pinpoint your worth in the marketplace before entering into any salary negotiation. Although specific salaries are a taboo topic and rarely discussed among со-workers, you can find comparative information on career-related websites and through professional organisations.

Brad Marks, CEO of an executive search firm specialising in the entertainment industry, recalls a cable TV company division head who wanted a 30 percent raise as a good example. When Mr Marks asked him to make a case for the huge jump, the executive returned armed with details of his contributions over the years and the statistics to peers in the company and the industry. 'However, some people just give a number at random,' according to Mr Marks. Taking the plunge

Now that you have done your homework, it is time to prepare yourself mentally for the big day. Few people enjoy the idea of confronting their boss and risking refusal (which is one reason so many companies have built in a structured system оf regular reviews and promotions), but it is important to remain calm. Lastly, even if your palms are sweating, don't forget to smile.

VII. Read, translate and retell the text:

JOB ADS:

READING BETWEEN THE LINES

Checking out job advertisements is popular with executives worldwide. But though the activity is universal, is the same true of the advertisements? Are executive positions in different countries advertised in the same way? A comparison of the jobs pages of The Times of London, Le Monde of Paris and Germany's Frankfurter Allgemeine Zeitung suggests not.

First, what UK job seekers consider an essential piece of information - what the post pays - is absent from French and German adverts. It is often left to applicants to raise this themselves. In contrast, most British advertisements mention not only salary, but also other matenal incentives including a car and fringe benefits. French or German advertisements rarely refer to these.

The attention given to rewards in the UK indicates the importance of the job and its responsibility. In Germany and France, that information is given by the level of experience and qualifications demanded. Salary can be assumed to correspond with this.

If French and German adverts are vague about material rewards, they are precise about qualifications. They usually demand “a degree in....”, not simply “ a degree”. In Germany,

for example, a technical director for a machine tool company will be expected to have a Dipl.-Ing degree in Mechanical Engineering.

French advertisements go further. They may specify not just the type of grande ecole degree, but sometimes a particular set of institutions (Formation superieuir X, Centrale, Mines, НЕС, ESSEC), these being the most famous grandes ecoles.

All this contrasts with the vague call for 'graduates' (or 'graduate preferred') which is found in the UK. British companies often give the impression that they have a particular type of applicant in mind, but are not sure about the supply and will consider others. Their wording suggests hope and uncertainty, as in the advertisement from The Times: “Whilst educational standards are obvious important, a large measure of personal oomph* is likely secure the success of your application.”

In the UK qualifications beyond degree level make employers nervous, but in France or Germany it is difficult to be “overquatified”. Many people on German executive boards have doctorates and the French regard five or six years of intensive post-baccalaureat study at a grande ecole as ideal training. British managers are not selected primarily for their intelligence, as managers are in France or for their expert knowledge, as in Germany. Instead, the British give importance to social, political ant leadership skills.

This difference also shows in the personal qualities mentioned. British advertisements stress energy, ability to communicate and motivate. German advertisements like achievement, but it tends to be less personally- driven. German companies want candidates with sound knowledge, experience and competence in their field. They rarely recruit novices as do British employers. French advertisements refer more to intellectual qualities like analytical aptitude and independence.

Even the tone of the job advertisements is different in these three countries. By French and German standards, British advertisements are very racy**: They attract your executives with challenges such as: 'Are you reaching your potential?', whereas French and German advertisements are boringly direct, aiming to give information about the job rather than to sell it.

All this points to three different conceptions management. The French regard it as intellectual complex, the Germans as technically complex, and British as interpersonally complex. But they agree on one thing: it's complex. Jean-Lows Bam

____________________________

* oomph – enthusiasm

** racy – bold

VIII. Complete the chart with the information from the text:

	UK	France	Germany
SALARY	Essential piece of information.	Not mentioned, applicant expected to give details of anticipated salary.	Same as France.
MATERIAL INCENTIVES
DEGREES/QUALIFICATIONS
SCHOOL ATTENDED
PERSONAL QUALITIES
TONE OFJOB ADVERTISEMENT
CONCEPTIONS OF MANAGEMENT

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