Investing thousands of pounds in the recruitment and training of each new graduate recruit may be just the beginning. Choosing the wrong candidate may leave an organisation paying for years to come.
Few companies will have escaped all of the following failures: people who panic at the first sight of stress; those with long impressive qualifications who seem incapable of learning; hypochondriacs whose absentee record becomes astonishing; and the unstable person later discovered to be a thief or worse.
Less dramatic, but just as much a problem, is the person who simply does not come up to expectations, who does not quite deliver; who never becomes a high-flier or even a steady performer; the employee with a fine future behind them.
The first point to bear in mind at the recruitment stage is that people don’t change. Intelligence levels decline modestly, but change little over their working life. The same is true of abilities, such as learning languages and handling numbers.
Most people like to think that personality can change, particularly the more negative features such as anxiety, low esteem, impulsiveness or a lack of emotional warmth. But data collected over 50 years gives a clear message: still stable after all these years. Extroverts become slightly less extroverted; the acutely shy appear a little less so, but the fundamentals remain much the same. Personal crises can affect the way we cope with things: we might take up or drop drink, drugs, religion or relaxation techniques, which can be have pretty dramatic effects. Skills can be improved, and new ones introduced, but at rather different rates. People can be groomed for a job. Just as politicians are carefully repackaged through dress, hairstyle and speech specialists, so people can be sent on training courses, diplomas or experimental weekends. But there is a cost to all this which may be more than the price of the course. Better to select for what you actually see rather than attempt to change it.
( )1. The purpose of this passage is to give managers the advice that .
A. Employers should select candidates for their potential.
B. Employers should select candidates for what they are rather than for their potential.
C. Employers should select the newly graduated and send them on training courses, diplomas or experimental weekends.
D. Employers should select experienced candidates to avoid spending thousands of pounds in training.
( )2. According to the passage, which of the following statements is true? .
A. Absolutely, People don’t change during their working lives.
B. Generally, people change to a large extent during their working lives.
C. Fundamentally, people stay the same during their working lives.
D. Normally, people don’t change at all during their working lives.
( )3. What does a fine future behind them (line 3 of paragraph 3) means? .
A. Some people will certainly have a promising future though they are not very competent in their present work.
B. Some people don’t have any potential for their work though they are employed.
C. Some people can have a bright future though they can’t do their work well.
D. Some people have potential when they are employed, but never realize that potential.
( )4. According to the passage, people’s basic abilities like language learning and numeracy .
A. change little over their working life.
B. never change over their working life.
C. change fundamentally over their working life.
D. change profoundly over their working life.
( )5. The word deliver (line 2 of paragraph 3) means .
A. to take goods to the places or people they are addressed to
B. to give a speech
C. to do what you promised to do
D. to help a woman to give birth to a baby.
We _____ your terms satisfactory and now send you our order for 2 sets of Electric Motors.
Directions: There are ten blanks in the following passage. You are required to choose the best one from the given four choices marked A, B, C, and D. Then write down the correct answer in the brackets. This section totals 10 points, one point for each blank.
Before marketing yourself globally, it is important to 1 your business is ready to deal with challenges presented by the international environment 2
language and cultural barriers, foreign laws, order fulfillment, and pre/post sales support.
Language and Culture - Neither technical accuracy 3 perfect translation is sufficient when considering the language you will communicate through. It is important to really understand how a language is used by the people in your 4 market.
Regional Laws - All phases of product 5 are affected by regulations. The product itself, such as its physical and chemical aspects, is subject to laws 6
to protect consumers with respect to purity, safety or performance. Product features such as packaging and warranties, advertising, sales promotion techniques are also subject to local regulations.
Order Fulfillment - How will you deliver your products? What business partners will you need to ensure smooth logistics of your product? Can you handle your shipment costs? If you cannot 7 demand or ensure smooth delivery of your product, you are at risk of negatively affecting your business and its image. It is important to find and qualify 8
distributors, and pay particular attention to contract negotiation and distribution management.
Pre and Post Sales Support - 9 with your customers as well as your business partners is an important consideration when marketing and selling internationally. Many businesses are able to meet customer expectations through strategic alliances or foreign distributors who deal with the local customer base on their 10 .
( )1 A. ensure B. assure C. reassure D. sure
( )2 A. excluding B. excluded C. including D. included
( )3 A. so B. nor C. and D. or
( )4 A. local B. own C. target D. home
( )5 A. sales B. exhibition C. promotion D. development
( )6 A. planned B. proposed C. supposed D. designed
( )7 A. meet B. run into C. encounter D. face
( )8 A. potent B. polite C. ethical D. potential
( )9 A. Connection B. Communication C. Link D. Contact
( )10 A. account B. part C. behalf D. market