Unit-4-Employee-Management-演示文稿[267頁]課件

1、Unit 4Employee Management7/23/20221商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan WanwenUnit 47/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen2ContentsLead-in ActivitiesIntensive ReadingExercises GrammarSupplementary ReadingBusiness TermsLead-in Activities （聽力）: 原文Task 1Task 27/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen3（聽力

2、）原文-1You can have great talent that is (1)_ teamed. You can (2)_ structural barriers (3)_ effective (4)_, and you can design meetings and other (5)_ so that people can actually get things done. But if your companys employees dont have a sense of ownership and (6)_, all the other steps wont make much

3、 difference. By the same (7)_, if you can increase the (8)_ level of engagement in your organization, you will likely see the productivity of your entire workforce increase.7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen4（聽力）原文-2Shareholders may care about (9)_ performance, but employees are more often

4、(10)_ by the (11)_ their organization has on the world around them.Research shows that people who work for (12)_ leaders are more (13)_, satisfied and productive. They are also less likely to leave their jobs. In short, employee engagement is directly (14)_ to leaders ability to inspire people and i

5、t is pretty much unrelated to leaders effectiveness 7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen5（聽力）原文-3at (15)_ and managing tasks. So (16)_ inspiration. (17)_ executives for raising peoples eyes to the horizon as much as you reward them for holding their noses to the (18)_.A much better (19_ of en

6、gagement is how likely employees are to (20)_ their workplace to a family member or friend.Lead-in Activities （聽力）: 7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen6Task 1 Blank-filling (Keys)7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Weractions6.engageme

7、nt7.token8.average9.financial10.motivated11.impact12. mitted14.related15.assigning16.foster17.Reward18.grindstone19.measure20.recommendTask 2 True or False -11.A best way to engage employees is to give them a sense of ownership in the organization. (T)7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen8Task

8、 2 True or False -22.As the former name of DaVita, Total Renal Care was a profitable company providing dialysis treatments for kidney patients 15 years ago mainly due to its satisfactory employee engagement. (F)7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen9Task 2 True or False -33.The past 15 years ha

9、s witnessed an increase of employee turnover in DaVita. (F)7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen10Task 2 True or False -44.Employees who say they are “satisfied” may or may not feel engaged. (T)7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen11Task 2 True or False -55.The three tips mentioned in th

10、e listening material has long been understood, valued and practiced by most organizations as good ways to engage employees. (F)Unit 47/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen12Intensive ReadingPre-reading QuestionsDetailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen13Pre-reading Q

11、uestions(1)Do you hope to work in a big company or a small company?(2)What is your prioritized consideration in choosing to work for and stay in a certain company?(3)What do you think is conducive to the enhancement of employee engagement?商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen14Detailed Study of the Tex

12、tParagraph 1Paragraph 3Paragraph 6Paragraph 9Paragraph 13Paragraph 16Paragraph 19Paragraph 21Paragraph 247/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen15Paragraph 1Rethinking HRs Role in Employee Engagement IHR plays a key role in raising levels of engagement among employeesbut its not the role that mo

13、st companies assign.Detailed Study of the Text 7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen16Paragraph 2 The mismatch partly explains why many companies preach a gospel of high engagement yet struggle to realize the goal. Bain & Co. recently worked with survey consultancy Netsurvey to analyze respons

14、es from 200,000 employees across 40 companies in 60 countries and found several troubling trends, including:7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen17Paragraph 2 (Continued -1)Engagement scores decline with employee tenure, meaning that employees with the deepest knowledge of the company typicall

15、y are the least engaged.Scores decline at the lowest levels of the organization, suggesting that senior executives likely underestimate the discontent on the front lines.7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen18Paragraph 2 (Continued -2)Engagement levels run lowest among sales and service functi

16、ons, where most interactions with customers occur. Detailed Study of the Text 7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen19Paragraph 3Why do these problems persist? Senior executives tend to abdicate responsibility for engagement to corporate staff, usually HR. This delegation is misplaced, as HR is

17、 not in a position to take or direct the actions required to affect attitudes at the employee or team level.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen20Paragraph 4Typically, HR groups rely on long, corporate-wide annual surveys and one-size-fits-all processes that focus on

18、 adherence. This centralized approach has innate problems that can actually lead to stagnant or declining engagement. Such surveys are too broad or infrequent to pick up important topical or team-specific7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen21Paragraph 4 (Continued -1)issues. After the survey,

19、 senior management tends to push line supervisors to launch a burst of short-term initiatives. With HR leading the survey design, administration and interpretation, supervisors feel no ownership of the process. People stay primarily focused on managing some sort of engagement score,7/23/2022商務(wù)英語綜合教程

20、（四） 譚萬文編著 PPT制作：Tan Wanwen22Paragraph 4 (Continued -2)rather than having a thorough conversation about the issues raised in order to understand and address their root causes. A few months on, the effort trails off and behaviors revert to normal. Its no wonder that employees are left feeling “why bot

21、her filling out the survey?” when nothing of substance really changes.7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen23Paragraph 4 (Continued -3)Yet companies such as Rackspace, AT&T, Progressive Insurance, Intuit and Cintas have managed to raise engagement levels by doing things differently. While each

22、 of these companies has unique aspects to its approach, several themes set them apart.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen24Paragraph 5Line supervisors, not HR, lead the charge.Its difficult for employees to be truly engaged if they are not fans of their boss. Netsur

23、veys data show that 87 percent of employee “promoters” of their company also highly rate their direct supervisor.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen25Paragraph 6Thats why its critical for supervisors to feel that team engagement is a high priority. At Rackspace, an

24、IT hosting company, the mantra is “fanatical” customer support. To pull this off, Rackspace insists that supervisors talk often with their teams to solicit employee feedback, identify the root causes of7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen26Paragraph 6 (Continued)their concerns, and then follo

25、w through with meaningful changes to how work gets done.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen27Paragraph 7As a result, “Rackers” put in the discretionary effort that creates a superior experience for customers. In turn, customers reward Rackspace with intense loyalty

26、that stands among the best in the industrycontributing to the companys 25 percent compound annual revenue growth and 48 percent profit growth since 2008.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen28Paragraph 8With the supervisor acting as a catalyst to flush out workplace i

27、ssues, teams can openly discuss what policies or informal rules impede their full engagement, and craft solutions together. Some obstacles go beyond a local teams control, such as overtime rates or benefit plans. But even those issues can be addressed7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen29Para

28、graph 8 (Continued)by putting in place a reliable feedback loop that reaches the senior executives with authority to act and ensures they respond back to the teams.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen30Paragraph 9As supervisors move to center stage, HRs role does not

29、 diminish, but it shifts. Rather than leading the survey analysis and development of initiatives, HR staff helps leaders at all levels become both accountable and empowered for getting at what is hindering engagementrather than trying to do it for them.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四）

30、譚萬文編著 PPT制作：Tan Wanwen31Paragraph 10Supervisors have the right preparation to hold candid dialogues with teams.Working with a team to raise engagement doesnt come naturally to all supervisors, and its a lot to ask of newly promoted supervisors. So engagement masters emphasize training on how to enco

31、urage honest,7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen32Paragraph 10 (Continued)constructive discussions and how to handle tricky topics like requests for better pay or worries about outsourcing. The training also covers the importance of promptly taking the right actions and subsequently communic

32、ating back the outcomes to their teams.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen33Paragraph 11HR can play an important role in tailoring the training for different functional leaders, along with carefully designing a “pulse check”an online survey thats simple and short so

33、 as to avoid creating an IT or reporting bottleneck questionnaire process. From these anonymous responses, trained7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen34Paragraph 11 (Continued)supervisors can see what issues need to be addressed during the dialogues.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程

34、（四） 譚萬文編著 PPT制作：Tan Wanwen35Paragraph 12 Weve found that the most effective training includes role-play and having expert line supervisors provide the training to their peers. Its useful to run pilots with different functions and departments ahead of any broad launch, to learn about any hot topics t

35、hat may bubble up to the senior team and also to reveal where supervisors7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen36Paragraph 12 (Continued)feel ill-equipped to lead the engagement charge.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen37Paragraph 13The hottest issues may not

36、be obvious to supervisors. In employee focus groups held for one of our clients, we asked supervisors what they thought the top concerns of their teams would be in an upcoming survey. Only one-quarter of the supervisors correctly identified the top concerns, despite their belief that they7/23/2022商務(wù)

37、英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen38Paragraph 13 (Continued)knew their teams well. Theyd expected to see insufficient pay listed as a leading concern and were surprised to see, instead, that employees cited a desire for more training and more frequent appreciationareas that supervisors thought were wo

38、rking well.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen39Paragraph 14All the dialogues and surveys will go to waste unless a company puts in place a streamlined process for supervisors to escalate certain issues that the supervisors themselves cannot address. Employees and s

39、upervisor leaders must have confidence that their voices will be heard by the right executives or that7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen40Paragraph 14 (Continued)an executive with sufficient authority will broker collaboration among several departments.Detailed Study of the Text7/23/2022商務(wù)英

40、語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen41Paragraph 15Teams rally round the customer.Call-center representatives, sales specialists, field technicians and others on the front line come to know intimately which aspects of the business annoy customers and which delight them. Engagement leaders regularly tap th

41、at knowledge by asking employees what the company7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen42Paragraph 15 (Continued)could do to build the ranks of customer promoters, and listening hard to the answers. They ensure that the right people hear these concerns; if call-center representatives are hearin

42、g chronic customer complaints about pricing, that feedback goes to the group responsible for setting prices.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen43Paragraph 16AT&T has embraced the concept. To handle the ideas from employees across all business units, the company has

43、built a digital infrastructure allowing each suggestion to be logged online. A small, dedicated team promptly reads and triages the suggestions, sending each one to a designated leader or7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen44Paragraph 16 (Continued)expert who is obligated to consider it and r

44、espond properly. An online tool allows all employees to see the progress of each suggestion and log comments to further clarify or collaborate.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen45Paragraph 17Engagement tactics are tailored for different employee segments.Just as co

45、mpanies divide their customer base into segments along demographic and behavioral lines, and court different segments with tailored offerings, the employee base has varied needs and each group will respond to different management motivational techniques.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四）

46、 譚萬文編著 PPT制作：Tan Wanwen46Paragraph 18The Netsurvey data, for instance, shows that for Millennial employees, having the opportunity to develop professionally is one of the most important drivers of engagement. Baby boomers care more about getting changes implemented and having an open work climate to

47、 express their ideas and opinions.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen47Paragraph 19Engagement factors can also vary by culture. In the Protestant, non-English-speaking countries of Europe, the Netsurvey data shows that “workplace energy” and “belief in company manag

48、ement” are two attributes cited by respondents that correlate strongly with high engagement scores. 7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen48Paragraph 19 (Continued)In regions dominated by Confucian culture, the scores correlate most closely with “a workplace free from stress”.Detailed Study of

49、the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen49Paragraph 20The lesson for multinational companies: Rather than exporting motivation techniques from the corporate center, teach managers how the priorities of each employee segment may differ from the average. And while some supervisors grasp the

50、se types of differences intuitively, others will benefit from basic training7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen50Paragraph 20 (Continued)on how demographics, gender and culture often affect engagement. HR can play a crucial role here in helping to segment the employee base and to train super

51、visors and senior leaders in customizing engagement tactics to appeal to the individuals on their specific team.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen51Paragraph 21Its all about the dialogue, not the metrics.Managers who thrive on data sometimes obsess over benchmarkin

52、g, ranking, and carrot-or-stick responses. Yet in fact, morale probably will erode if supervisors feel that nothing matters except the number, and they may take subtle steps to manipulate the scores.Detailed Study of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen52Paragraph 22Emphasizing the di

53、alogues rather than the metrics demonstrates to supervisors that the senior team truly believes in the benefits of engagement. AT&T does not distribute pulse-check engagement scores to line supervisors or their bosses, choosing instead to show only the trends and verbatim7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 P

54、PT制作：Tan Wanwen53Paragraph 22 (Continued)feedback. The point is to signal that discussing and addressing the root causes, and seeing steady progress, matters more than any absolute score itself. Pushing the metrics to the side also sends a signal of empowerment to the supervisors.Detailed Study of t

55、he Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen54Paragraph 23Shifting from a survey-dominated, HR-led engagement approach to one that emphasizes supervisor-team dialogues does not mean that that HR heads will lose control of an important domain. Indeed, their new role is more valuable and strateg

56、ic. They will spend less time directly responding to individual employee complaints, less7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen55Paragraph 23 (Continued)time conducting stack rankings or distributing reports, and more time coaching leaders and designing targeted training for them.Detailed Study

57、 of the Text7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen56Paragraph 24They may, however, need to win over a chief financial officer whos skeptical of investing in additional support or training. To convince the CFO, one can usually find enough evidence inside an organization to link higher engagement

58、 to better commercial outcomes. Proof points might include how engagement7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen57Paragraph 24 (Continued)correlates with higher sales, lower employee costs and more loyal customers who stay longer and spend more money. Thats what it takes to make the link between

59、 engaged employees and improved economics for the business. (1666 words)Detailed Study of the TextUnit 47/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen58employee engagement 員工敬業(yè)度Employee engagement is a property of the relationship between an organization and its employees. An engaged employee is one wh

60、o is fully absorbed by and enthusiastic about their work and so takes positive action to further the organizations reputation and interests.7/23/2022商務(wù)英語綜合教程（四） 譚萬文編著 PPT制作：Tan Wanwen59employee engagement -1An organization with high employee engagement might therefore be expected to outperform those