Материал: Никова Тхе Басиц Иссуес оф Манагемент ин Усе 2016

Ex. 3. Answer the questions, based on the text.

1.What two considerations should you keep in mind when writing the job ad?

2.How does the job description help you to write the job ad?

3.What are the usual elements of the job’s ad?

4.Why is it important to tell the applicant all the skills, qualifications and attributes necessary for the job?

5.How can the issue of salary be approached in the job ad?

6.What kind of extra information can you ask for in the job ad?

Ex. 4. What do you think the main idea of the text is?

1.The job advertising is the potential applicant’s window into your company.

2.When you are writing the job advertising, you should think «sell».

3.Properly done job ad not only generates responses from qualified candidates, but also prevents the unqualified applicants from applying for the position.

Ex. 5. Prepare to present a summary of the text.

1.Make a plan of the text.

2.Write down phrases and expressions you will be using when talking about each part.

3.Present a summary.

Ex. 6. Translate into English using words and expressions from the text.

1.Цель объявления о вакансии не только в том, чтобы заинтересовались квалифицированные кандидаты, но и в том, чтобы не откликнулись те, кто совершеннонеподходитна данную должность.

2.Объявление о вакансии – это конспект описания должностных функций.

3.Обычно объявление о вакансии состоит из следующих разделов: заголовок, информация о должности, сведения о компании, квалификационные требования и критерии отбора кандидатов, контактная информация и способы связи.

4.Постарайтесь детально отразить уровень ответственности и основные обязанности.

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Ex. 8. Discussion time.

1.Salary is a very touchy issue for the company and the candidate. Why is that? Explain.

2.What might happen if you don’t discuss the salary issue in the job ad? What are the possible ways of doing it?

Ex. 9. Research time.

Look at the job advertising pages of «The Moscow Times». Pay attention to how they address the salary issue. Bring examples of the following tactics to the class: a) no mentioning of the salary, b) mentioning the salary range, c) indicating precise salary and benefits package.

Ex. 10. Write the job ads based on the job descriptions you did for Ex. 9, Text 4:

♦HR assistant,

♦Reception clerk,

♦PR specialist,

♦Sales department specialist.

You can use as examples the job ads from papers or from the web. You will need to include all the necessary elements, mentioned in the text.

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Text 7. Conducting Job Interview. Part 1

Hiring and keeping good workers begins with the job interview. If you can ask the right questions, you're more likely to select the candidate who's right for the job. Without good interviewing skills, however, you could extend an offer to someone who's ultimately not the right fit for your company.

There will always be competition for skilled and talented workers. Hiring qualified employees is an art but also requires certain skills. You have to be a good listener; you need to know how to redirect a conversation; and you must be able to make a distinction between those who simply want the job and the perfect candidate who can get the job done.

Even with the ups and downs of the current market, knowing how to conduct a successful interview can help you land the best employees. Here are some tips to help you with the screening process:

♦Prepare. This may seem obvious, but many hiring managers neglect to review a candidate's paperwork prior to the interview. Reviewing a résumé in front of the interviewee is not only rude but is a sign of disorganization and poor preparation.

♦Set the tone. Let your candidates know that you're glad to meet them. Also, express your appreciation for the time they've taken to come in. Explain how the interview will proceed and then try to follow that format as closely as possible.

♦Prepare a script. Don't underestimate the value of preparing several questions beforehand. Your human resources department may even have a set of prepared questions to use as a guide. Too often, busy managers (is there any other kind?) forget until it's too late what they wanted to ask. Ask open-ended questions as well as ones that might elicit a more detailed response. For example, you may say, «Tell me what led you to apply for this position.» Later, you could ask, «We're very deadline oriented here; could you tell me about experiences during which a deadline might have been difficult to meet?» And then listen carefully to the responses. Try to ask a good mix of questions – those that give insight into behavior, elicit opinion, demonstrate experience, and reveal background. When the interview is over you should have a fairly good sense of the person's likes and dislikes, along with their strengths and weaknesses.

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♦Listen to your instincts. If a candidate seems too good to be true or seems to lack the skills you need, be honest with yourself as you assess the meeting. In some cases, you may need to pose more pointed questions. On the other hand, no amount of questioning can change a person's ability to do a job.

♦Know what you want. If you don't know the skill set required for the open position, chances are you might not ask the right questions, which may confuse the candidate. Make a list of what you're looking for and then ask pointed questions so that when the candidate walks out the door you know whether or not he or she is a viable choice.

♦Manage your time. If you've set aside an hour for an interview, do your best to stick with that schedule. But be prepared, too, to cut the meeting short and jump to the more concluding questions. Don't waste your time or the candidate's by stretching the meeting out. If there's no match, no amount of conversation is going to change that.

♦Write it down. Forget about remembering everything that transpires during an interview. You'll want to take notes so that you can review the meeting at a later time. This will be especially important if you're interviewing many people for the same position. You can use an Interview Evaluation form, so you can record your impressions of job candidates.

Don't forget that the candidate is also interviewing you. In addition to being skilled at asking appropriate questions, ones that will elicit a candidate's strengths and talents, you must be conscious of the impressions you are making as well. Just as the interviewee is selling himor herself to you and your company, you are basically trying to achieve the same result. Make sure that you know as much as possible about your company; the interviewee will be expecting to get that information from.

Vocabulary:

land (зд. разг.) – поймать, выудить;

elicit – извлекать, допытываться, выведывать, выявлять;

to meet a deadline – выполнить работу к заранее намеченному сроку;

viable – жизнеспособный, (зд.) целесообразный; match – совместимость, сочетание;

transpire – становиться известным, обнаруживаться; ups and downs – взлеты и падения.

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