Unit 1 Work sheetal
Four Minutes That Get You Hired
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The 28-year-old Bay Stater had spent six years working at night while she attended university during the day. "I always wanted to be a teacher," she says, "and I worked hard to earn my degree. When I finally graduated, I was very optimistic." She had her eye on a teaching position at a nearby primary school.
With the help of friends who teach at the school, she landed an interview with the principal. "I noticed a tiny ladder in my stockings that morning," she recalls. "I thought about changing, but I knew I'd be late if I did. By the time I got to the interview, the ladder stretched from my ankle to my knee. I walked in and immediately apologid for not looking my best. I spent the rest of the time trying to sit so he wouldn't e the ladder."
jack the ripperThe would-be teacher didn't get that job. In fact, one of their friends told her the principal's only comment was: "If a person doesn't take the time to prent her best image at an interview, what kind of teacher is she going to be?"
First impressions are often lasting. Indeed, if you play your cards right, you can enjoy the benefits of what sociologists call the "halo effect": if you're viewed positively in the first four minutes, the person you've met is likely to assume that everything you do is positive.
Four minutes! Studies tell us that's the crucial period in which impressions are formed. Within a mere ten conds, that person will begin to make judgments about our professionalism, social class, morals and intelligence. People tend to focus on what they e (dress, eye contact, movement), on what they hear (how fast or slowly we talk, out voice tone and volume), and on our actual words.
Bungle a first encounter, and in many cas the interviewer will assume you have other negative traits. Wor, he or she may not take the time to give you a cond chance.
Most employers believe that tho who look as if they care about themlves are more likely to care about their jobs. We know "it's what inside that counts," but rearch shows that physically attractive people are generally perceived by prospective employers as more intelligent, likable and credible. Your goal should be to come across in the best poss
baboos
全国乙卷英语答案ible light - attractive in the way you dress, in your gestures and facial expression and in your speech.
Here's how to make tho crucial four minutes count:
Look your best
It signals success. Studies have linked clothes-consciousness to lf-esteem and job satisfaction. A study funded by the Clairol Corporation in the United States found that it pays, literally, to project a professional image. Judith Waters, a professor at a New Jery university, nt out identical CV's with either a "before" or an "after" photograph of hypothetical job applicants to over 300 companies. (No company received both "before" and "after" photos of the same person.) Waters asked them to determine a starting salary for each "applicant." The result? Salaries were eight to twenty per cent higher for tho who CV's had been accompanied by the photos with an upgraded image.
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Yet many people fail to understand the importance of projecting a professional image. For
example, a 32-year-old worked for ten years as an administrative assistant in a large accounting firm. When the office manager retired last year, she applied for the position. She wasn't even granted an interview.
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"I thought it was an oversight, so I asked the director of personnel what happened," she says. "He told me I didn't fit the image of a manager. He suggested I revamp my wardrobe - get rid of my neon-coloured skirts and dangling earrings - before I applied for any other position. I was shocked. I do a great job, and the way I dress shouldn't have any bearing. My clothes reflect my personal style."
愚人节快乐用英语怎么说Forget about personal style. At work, your clothes must convey the message that you are competent, reliable and authoritative.
Dress for the job you want, not the job you have. If you're scheduled to have an interview at a company you've never visited and aren't sure what to wear, ask for a copy of its annual report and study what the employees pictured are wearing, or pop in ahead of time to e how they dress.
Monitor your body language
Your gestures will greatly influence an interviewer's first impression of you. In a study of communications, psychologist Albert Mehrabian discovered that ven percent of any message about our feelings and attitudes comes from the words we u, 38 percent from our voice, and a startling 55 percent from our facial expressions. In fact, when our facial expression or tone of voice conflicts with our words, the listener will usually put more weight on the nonverbal message.
To make your first encounter a positive one, start with a firm handshake. If the interviewer doesn't initiate the gesture, offer your hand first. Whenever you have a choice of ats, lect a chair beside his or her desk, as oppod to once across from it. That way there are no barriers between the two of you and the effect is somewhat less confrontational. If you must sit facing the desk, shift you chair slightly as you sit down, or angle your body in the chair so you're not directly in front of your interviewer.
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