BEC商务英语考试阅读试题 1

Setting up an appraisal scheme

Appraisals can be a wonderful opportunity for your staff tofocus on their jobs and make plans to develop their unusedpotential. (0) .....So, if you have decided that an appraisalscheme should be set up in your company, you need toestablish some formal procedures and make some decisionsbefore you begin. Even if your company already has a scheme,you need to consider what you want to achieve and how youare going to do this.

First of all, you need to decide on your key objectives and the real purpose of yourscheme.(8).......A scheme should never be introduced at a time of redundancies, or simply forprofit or competitive edge, because this will create fear and alienate staff. The next step is to decidehow the scheme can most successfully be managed. It is essential that all senior staff arecommitted to the process and willing to make a positive contribution.

The person given responsibility for designing the scheme and the appraisal forms needs tohave knowledge of all roles within the organisation. He or she must also be aware of employeespotential needs. (9).......It should be someone who is trusted and whom staff will turn to if theyare concerned about their appointed appraiser or the appraisal interview. The design of the schemeshould indicate who will be appraising whom. This needs great tact and sensitivity. First, rememberthat no manager can effectively appraise more than seven or eight people. It is equally importantto remember that, if significant numbers of staff are appraised by someone they dislike, or by aperson whose values they do not share, the success of your scheme may be threatened.(10) ...... So bear this in mind from the beginning and, if necessary, establish an appeals procedure.

Having decided on your policy and who will appraise which members of staff, you need tocommunicate this in the simplest possible way. Avoid lengthy documents - few people will readthem. (11)......Most organisations choose a persons line manager to be the appraiser. This canbe seen as an opportunity or a threat, so be ready to consider alternatives if necessary.

Once you have established the appraisal process, make sure that appraisal interviews takeplace at a convenient time, and ideally on neutral ground. It should be bor

BEC商务英语考试阅读试题 2

The best person for the job

Employees can make a business succeed or fail, so the people who choose themhave a vital role to play.

Employees are a company’s new ideas, its public face and its main asset. Hiring the right people is therefore a significant factor in a company’s success.(0) G If the human resources department makes mistakes with hiring, keeping and dismissing staff, a business can disappear overnight. Many companies now realise that recruiting the best recruiters is the key to success.

Sarah Choi, Head of HR at Enco pic, believes that thinking commercially is a key quality in HR. Every decision an HR manager makes needs to be relevant to advancing the business. (8) ...C.....That’s no longer the case. HR managers have to think more strategically these days. They continually need to think about the impact of their decisions on the bottom line. (9).....F... For example,a chief executive will expect the HR department to advise on everything from the headcount to whether to proceed with an acquisition.

Why do people go into HR in the first place? Choi has a ready answer. I think most people in the profession are attracted by a long-term goal.(10)....D......Nothing happens in the company which isn’t affected by or doesn’t impact on its employees, so the HR department is a crucial part of any business.

Not all operational managers agree. An informal survey of attitudes to HR departments that was carried out last year by a leading business journal received comments such as "What do they actually contribute?"(11).....A..... As Choi points out, salaries have never been higher and, in addition, HR managers often receive substantial annual bonuses.

Despite the financial rewards, HR managers often feel undervalued, and this is a major reason for many leaving their jobs.(12)...E......However, a lack of training and development is a more significant factor. These days, good professional development opportunities are considered an essential part of an attractive package,Choi explains.

A But rising levels of remuneration demonstrate that the profession’s growing importance is widely recognised.

B At one time, a professional qualification was required in order to progress to the top of HR.

C Other departments and senior executives used to see HR managers as having a purely administrative role.

D Since it’s one of the few areas where you can see the whole operation, it can lead to an influential role on the board.

E Being seen as someone who just ticks off other people’s leave and sick days does not help build a sense of loyalty.

F They therefore need to be competent in many aspects of a company’s operations.

G On the other hand, recruiting the wrong staff can lead to disaster.

这篇文章的标题有些misleading,“The best people for the job”,还以为是招人的标准。其实这篇文章是关于Human resource的,所以还是要适当关注文章前的说明:the article below about the changing role of human resources departments.


第八题,空格后面的“That’s no longer the case”是很重要的提示。由于空格前面一直在强调commercial和business,所以在空缺的地方应该是和另一个方面相关的内容。选项C的administrative role正好满足这个要求。前后文意思搭配在一起完全吻合。

第九题,后面的for example的很关键,是对前面的补充说明。“For example,a chief executive will expect the HR department to advise on everything from the headcount to whether to proceed with an acquisition.”总裁希望人力资源经理对一切事情提出建议,从人数统计到是否进行收购。这种要求就需要人力资源经理具备很多才能。所以F的句子填在这里最合适。

第十题,答案稍微不那么明显,不过D句中的an influential role可以和第十题的空格后的a crucial part相对应,算是答案信号。要从整体上把握第三段,这里认为HR manager 的影响是全局的、长期的,所以D句的“see the whole operation”符合情况。

第十一题,理解前后文的意思,前面说过去的operational managers不那么认可HR manager的作用,后面指出HR managers挣得多,所以中间是转折的意思。A句的But是个信号,“上涨的薪酬水平意味着这个职位逐渐增加的重要性得到了广泛的认可。”意思和前后都吻合,所以是正确答案。

第十二题,空格前说HR managers觉得自己的作用被低估了,所以leaving。空格后一个However,所以空格处应该还是和leaving有关的,为什么离职。E句的意思是“被视作仅仅对别人的离开和生病的日子划勾的人是没法帮助建立忠诚感的。”填入此处正好。

BEC商务英语考试阅读试题 3

The ABCs of Job Interviews In North America

The one-on-one format is the most familiar and common format in job interviewing. It’s about two people sitting down to have a conversation. In this case, the conversation has a particular purpose: To determine whether there is a natural fit between the interviewer, the applicant and the job available. Both parties will leave this conversation with some kind of a judgment. The interviewer will know whether you can fulfill the responsibilities of the position, and you will know whether or not this is the right position, and company, for you to utilize and expand upon your talents.

The interview begins the second you and the interviewer initially meet -- this is the crucial nonverbal judgment. The interviewer is sizing you up: Are you dressed appropriately? Are you well-groomed and pleasant? Next, is the handshake -- do you offer a limp-fish handshake or is it firm and comfortable? A lot of close scrutiny takes place in those initial moments, and the interviewer can get a good idea as to how well the interview will or will not go based on his or her first impressions of you. After a bit of chitchat or warm-up, the questions begin.

The conversation will usually begin with the same request: "Tell me about yourself." The information you reveal as an answer to this question and throughout the interview allows the interviewer to get a clear picture of you, and certain pictures or patterns will begin to emerge. Each time a new subject is mentioned, the interviewer may want to dig a little further, and the picture becomes more focused.

Behavioral questions such as, "Tell me about your experience with...," give the interviewer clues about your past experiences that can be applied to solving the problems of the job in question. You must be prepared to talk about your achievements and past behaviors and have examples of the experiences you mention. For example, if you say, "I am very detail-oriented," or "I am an analytical problem-solver," there must be examples to back the claims. Show the interviewer that you are detail-oriented by providing him with an example of when your attention to detail positively affected your work. You should create a list of your accomplishments and experiences that validate the

BEC商务英语考试阅读试题 4

The Stars of the Future

A Existing management research does not tell usmuch about how to find and develop high-flyers,those people who have the potential to reach thetop of an organisation. As a result, organisations areleft to formulate their own systems. A moreeffective overall policy for developing future leadersis needed, which is why the London Business Schoolhas launched the Tomorrows Leaders ResearchGroup (TLRG). The group contains representativesfrom 20 firms, and meets regularly to discuss theleadership development of the organisations high-flyers.

B TLRG recognises just how significant line managers are in the process of l dershipdevelopment. Unfortunately, with todays flat organisations, where managers have functionalas well as managerial responsibilities, people development all too often falls victim to heavyworkloads. One manager in the research group was unconvinced by the logic of sending hisbest people away on development courses, only to see them poached by another departmentor, worse still, another firm. This fear of losing high-flyers runs deep in the organisations thatmake up the research group.

C TLRG argues that the task of management is not necessarily about employee retention,but about creating attraction centres. We must help line managers to realise that if theircompanies are known as ones that develop their people, they will have a greater appeal tohigh-flyers, said one advisor. Furthermore, selecting people for, say, a leadership developmentprogramme is a sign of commitment from management to an individual. Loyalty can then bemore easily demanded in return.

D TLRG has concluded that a companys HR specialists need to take action and engagewith line managers individually about their role in the development of high-flyers. Indeed, inorder to benefit fully from training high-flyers as the senior managers of the future, firmsmust actually address the development of all managers who will be supporting the high-flyers.Without this, managers will not be in a position to give appropriate advice. And wheneventually the high-flyers do move on, new ones will be needed to replace them. The nextchallenge will be to find a new generation of high-flyers.