1.1 The future of human resources
1)I think the problem is that in the last fifteen years,employers haven't shown their employees much loyalty.They've hired and fired pretty much at will,according to whether the market dictated that they need to increa or reduce the workforce.The flipside of this is that employees now,particularly tho in the 25 to 35 age group,don't feel much loyalty to their employer either.Developing strategies to hold on to highly skilled and highly qualified people has become the number one priority in human resources - in all big companies,in fact.香菇怎么做好吃
多赞2)美丽的英文怎么写There's no doubt that in the next ten years there will be a move away from the nine to five office-bad model of work. In fact ,it's already happening with women ,who often find it challenging to balance work and domestic schedules. This could mean more 'teleworking', in other words working at home and being linked to the office by computer;or it could mean shorter working weeks or just more flexible hours, Unless companies offer the possibilities,a lot of people will look for alternative types of work.
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3)Companies are finding that graduates and school leavers aren't well enough prepared for working life. This is going to drive two changes,I think. One is a greater co-operating between companies and universities or colleges to ensure that at entry level to the company, people have the right skills. We'll also e more investment in corporate training - corporate universities and so on -so that employees' skills can be moulded to the needs of the company.
4)As the birth rate decread and life expectancy increas, there will be shortages in the job market. Conquently, a lot of ex-employees who thought they had finished their careers at 60 or whatever,will be called back to work. This will suit the companies, but it will suit the employees too, becau their pensions will probably be inadequate to fund their longer retirement.
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5)At the moment people in their 50s and 60s are , on the whole , very poorly valued in companies. Firms want to recruit younger employees who are cheaper to employ and more adaptable to a changing business environment. But as the supply of the younger
workers dries up, we'll have to consider older staff differently. I hope that in future the wisdom and experience of this group will become more valued.
1.2 An environment accident
J=Journalist S=Spokesperson
J : So, can you tell me how this happened?
S : Well, it was a very unfortunate combination of events. As you know , weather conditions have been vere in the eastern Atlantic for the last couple of days. The ship's captain reported that the ship was in trouble at 11pm last night and was ordered to make for port as quickly as possible. At 2:30 pm he reported that she was grounded on some rocks just off the Cornish coast.
J: But this isn't the first time this particular ship has been in an accident.is it?
S: She has been involved in two incidents in the past, but the had nothing to do with he
r a-worthiness,She is a well-maintained ship in excellent working order with an experience crew on board.
J: And what are you intending to do to limit the damage to the environment now?
S: Unfortunately, while conditions remain so hostile, there is very little we can do, but the moment the storms subside we will be mounting an operation to transfer the oil off the ship using tugs.
J: Do you think that this kind of accident is acceptable?
S: I think it needs to be put into perspective. Accidents at a are far less common than rail or road accidents. The problem is that they attract much more publicity ...
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J: Well, yes, Whichever way you look at it, it's a PR disaster for your company, isn't it ?
S: As I've said, this type of incident does attract a lot of media attention. I just hope that the public can e ...
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2.1 The PeopleSoft takeover
COMMENTATOR I think you could sum up PeopleSoft's approach to their employees like this:"We want you to be happy, we want you to do the things you've good at and that you enjoy doing. ' Very few big IT consulting companies are like that.They usually throw people straight in at the deep end: put them on jobs where they don't necessarily have much skill or experience, arguing that it's good for them to learn. But I think that although they have talked a lot about caring for their people and having fun, PeopleSoft put a lot of responsibility on them too. Like they were saying, ' Here's a job you can do and will enjoy doing,but you'll be accountable for the results.' To enforce that they generally started people on low salaries - and I mean low - and explained that greater rewards would come in time. In fairness, it was direct and honest. In December 2004,when Oracle took over,a lot of employees decided to leave. For a start, the feeling was that their applications just weren't as good as PeopleSoft's - in fact they were probably just more difficult to u - and condly people thought that Oracle didn't respect employees as much. The CEO of PeopleSoft, Dave Duffield, had a very paternalistic approach - he ud to sign his emails '
永州阳明山DAD '(which were his initials). It wasn't well-paid work but people felt valued, which is often more important. Also there was a relaxed atmosphere around the company.The moment the merger was announced, that kind of evaporated. It emed to become ten, people wondering if the new CEO was going to live up to his reputation for wielding the axe. And, in retrospect, you would have to say they were right to be worried!
