Додатки до практичних занять Семестр 2 Практичне заняття №12

Tapescript 11

The Benefits of Skill-Based Training

There is no doubt that skill-based training can positively affect your employees and your company.

1. Training increases employee productivity. In addition to learning how to complete new tasks and take on more responsibility, employees can learn advanced techniques to help them complete everyday tasks more efficiently. For example, sending your bookkeeper to an advanced Excel class may help him or her learn ways to simplify the accounting processes.

2. Training reduces turnover. Employees who don't receive guidance are much more likely to leave your company. Employees are less likely to leave if they have the opportunity to learn new skills and keep up within their industry.

3. Training improves job satisfaction. Investing time and money in employees’ skills makes them feel valued and appreciated, and it challenges them to learn more and get more involved in their jobs. Higher job satisfaction ultimately results in reduced turnover and higher productivity.

4. Training helps in the recruiting process. If you're committed to training, you'll be more willing to hire a desirable candidate who lacks a specific skill. Training also makes your company more attractive in the eyes of potential employees because it shows them that they have a chance to grow and accept new challenges. In addition, training existing employees could reduce the need to hire new staff.

5. Training rewards long-time employees. You'll be more willing to promote existing employees who have learned new skills and are ready to take on new challenges.

6. Training reduces the need for employee supervision. Not only does skill-based training teach employees how to do their jobs better, but it also helps them work more independently and develop an enthusiastic attitude.

1. Skill-based training _____.

1. gives employees the possibility of learning modern methods

2. hinders employees to perform extraordinary tasks

3. provides employees with an advanced accounting procedures

4. simplifies the ways of learning bookkeeping

2. If employees do not have the chance to learn new skills _____.

1. they cut down the staff turnover

2. they are unlikely to leave your company

3. they have to adjust to the new industry

4. they are less likely to stay with your company

3. Thanks to skill-based training, _____.

1. employees’ performance appraisal improves

2. employees face a lot of challenges

3. employees feel valued and appreciated

4. employees are less worried

3. Training makes your company more attractive because _____.

1. it encourages qualified candidates to apply

2. It provides an opportunity for prospective employees to grow

3. existing employees cannot be dismissed

4. there is little chance that applicants who don’t have a specific skill will be hired

Практичне заняття №13

Tapescript 12

Staff promotion and transfer: 5 specialist interviewing techniques

Staff considered for promotion or transfer must be treated more carefully than external job applicants. You usually have to rely on past experience to predict future performance. It’s always risky. But you can reduce the risk by following some simple rules.

1. Treat promotion and transfer as selection

Prepare a new job analysis. Measure the staff member against it. Pay particular attention to areas where the candidate lacks knowledge, skill and experience. Be careful not to overvalue the candidate’s strengths merely because you think that he or she “deserves” the new job. Alternatively, take care not to overemphasize perceived shortcoming that wouldn’t be evident in an external applicant. Use a professional selection approach.

2. Prepare and use written case studies

Using events that have actually happened in the vacant job, write up case studies about them. Include a brief description of the outcomes – good and not so good.

Ask the candidate to prepare written responses to questions such as “Would you have done anything differently?” “Are you satisfied with the outcomes?” “What were the main issues involved here?” In each case, try to make sure you use “what” rather than “why” before each question.

3. Include case study responses in the face to face interview

Prepare questions to ask the candidate based on their written responses to the case studies. Examine any issue raised in discussion as well as issues particular to each candidate. Candidates for promotion and transfer expect you to deal with their candidacy as thoroughly as possible. They already work for you.

4. Set a probationary period

Set a probationary period to review the transfer or promotion. Set clear and measurable performance standards to be achieved before the probation ends. Ensure the staff member understands the importance of the probation.

5. Treat probation as accepting a person into a job

You already know a lot about the person concerned because of their employment with you. You don’t know how well they’ll perform in the new role because of their lack of experience. Start a proper process of accepting him or her into a job as you would do for a new employee appointed from outside the company.

In conclusion, it should be noted that promotion and transfer cannot be perfect. But you can reduce the risks of negativity by following these rules. Internal candidates will prefer it too because all of them are subject to the same process.

1. When measuring the staff member against a new job analysis, you must _____.

1. consider attentively the candidate’s knowledge, skill and experience

2. avoid overvaluing the candidate’s strengths

3. pay particular attention to the candidate’s shortcomings

4. be careful about shortcomings in an external applicant

2. When preparing questions based on case studies, _____.

1. it is advisable to use “why” questions”

2. you shouldn’t use questions like “Would you have done anything differently?”

3. you’d better use “what” instead of “why” before each question

4. you should avoid questions such as “Are you satisfied with the outcomes?”

3. During the face to face interview,_____.

1. you should ask the candidate questions which are based on their written answers to the case studies

2. it is advisable to examine only issues relating to each candidate

3. you don’t have to deal thoroughly with candidates for promotion and transfer because they already work for you

4. it is advisable to avoid case study responses

4. A probationary period is important because _____.