Curso de Inglés de Negocios
Unit 08 – Advanced Business Course – Performance
"Exploring cultural differences in business relationships and communication"
Improve your English communication skills and advance your career with our course. Learn to discuss performance at work, give informal presentations and effectively deal with questions in a professional setting. Join now and develop the language abilities you need to succeed in today’s business world.
- Juan Carlos Martinez
- Advanced Business Course
- More Lessons
Audios Unidad 8
Audio 8.1
Interviewer What does De Beers look for in its prospective employees?
Interviewee Well, ours is an ever-changing organization with a culture that inspires the creation of real value for all our stakeholders. It is a culture of quality leadership, accountability, collaboration and passion, uniting us in a common cause. Working here is unlike working for other companies. Our people have a single vision: to turn diamond dreams into lasting reality.
Interviewer And once you’ve found the right people, how do you help them develop?
Interviewee Well, our approach to supporting the development of our people is flexible, combining challenging role rotations and assignments with formal training, on-thejob learning, mentoring, coaching and leadership development programmes. And being part of the Anglo American group opens up even broader opportunities in other countries and business areas. We operate in 28 countries and actively encourage talent mobility where business requirements and individual career aspirations align. Equally, we take pride in our track record of transferring and building sustainable local capability in all the areas in which we operate.
Interviewer What opportunities are there for employees at De Beers?
Interviewee Well, we offer the opportunity to take on challenging roles and make a significant contribution to maintaining our position as the world’s leading diamond company. The opportunities for excellence, growth and career development at De Beers are as diverse as the people who work here. Diversity provides us with a competitive advantage through new ways of thinking, connecting us to a wider range of customers and helping to grow our business. Underpinning our focus on providing opportunities for development is a reward philosophy that recognises both individual achievement and business performance. Our people are well rewarded within a performance-based remuneration approach – individual excellence is encouraged, though we acknowledge that our performance across the full diamond pipeline is what sets us apart.
Audio 8.2
Interviewer So, what does Credit Suisse expect from future employees?
Interviewee Well, we like people who can offer a combination of specialist knowhow and personality. They need to be committed to individual achievement, and to the success of the team. We expect all of our employees to support the bank’s strategic goals … Erm, basically, you’ve got to be able to build up rapport and personal credibility with the client as well as your colleagues.
Interviewer And can you sum up, what’s in it for the employee?
Interviewee Well, we offer a welcoming, collaborative work environment, and a flat organizational structure that allows all of our employees to make an impact.
Interviewer And what’s life like for employees at Credit Suisse?
Interviewee Our employees are encouraged to strive for a healthy work-life balance. That doesn’t mean you’ll never be under pressure, so obviously you’ve got to be able to cope with challenging situations. But, of course, we’ll provide training and on-thejob support to help you do this.
Audio 8.3
Ian … And that brings us to training. Since Anya’s here, perhaps we can look at the new training initiative requested by the various team leaders? Anya, can you give us an overview of where we are with this?
Anya OK, yes. Well, to be honest, we haven’t got as far as I’d hoped. Erm, where we are at the moment is … er, we’ve just completed the initial consultation stage. However, what I can tell you is that the initiative will be complete and in place before the annual review. I’d like to be able to give you a more precise date, but unfortunately I can’t do that at the moment. You’ll appreciate that I still need to run the details by Jean-Paul and the team leaders first … … So, now, perhaps it would be a good idea if I just went through some of the other training programmes we are running.
Ian Yes, OK.
Anya Good. Now, how can I put this? We have a quite ‘flexible’ approach to our training programme this year – we’re trying to tailor it more to individual and team needs. So if it’s OK, I’d just like to sketch out the core elements of the plans … Just feel free to interrupt me with any questions. Now, I don’t know if you’ve heard of a ‘balanced scorecard’? Let me just touch on this approach and how it works in practice … … and that’s more or less it. I think that’s covered everything. Er, and it’s just occurred to me that …
Ian Anya, you haven’t said anything about management training?
Anya I was coming to that. Erm, it’s obviously a key area, and I have to admit that we haven’t got as far as planning the specifics yet – we just haven’t had the time. But yeah, you’re quite right, we need to address this … it might not be a bad idea to send out a questionnaire to the senior staff for their recommendations.
Ian And you’ve still got time to do that, have you?
Anya That’s a good point. I think so. Let me check, and I’ll get back to you. And how about if I send you a draft, too? I’m pretty sure that I could do that before the end of the week.
Audio 8.4
Ian … Pavla, I’m sorry to put you on the spot, but would you like to run through the union complaints briefly? We’ve really got to do something about job descriptions and pay scales. What ideas has your team come up with so far?
Pavla OK. How long do I have?
Ian As long as you need.
Pavla Right. Well, it’s probably best if I just highlight some of the ideas we came up with, don’t you think? Erm, it was basically a brainstorming session. So, the first thing is, we feel that people are simply timeserving and spending too long here. I don’t know if you agree, but I’m pretty sure that this isn’t great for productivity in the long run. And I think you should be aware that it’s not limited to one department … … it’s crucial in the current climate. So that’s one key point right there – we need to look at attitudes across the organization. Er, OK, next point, and I think this is a really important point: we need to start looking carefully at the current pay-scales … … and, er, I don’t think there’s anything I’ve forgotten, erm … so, the main thing to remember is to listen. OK, I think that’s about it.
Ian Good, thank you for that. I assume everyone participated in the brainstorming, did they? If it was just one or two individuals, then just how useful are the results?
Pavla I can’t remember exactly, but … off the top of my head, I think everyone had something to say. That’s quite a significant factor, though … I can double check if you like?
Ian Yes, email me later.
Pavla I was wondering if there was anything else you’d like to know about the origins of the ideas?
Ian No, that’s fine, but it might also be worth touching on the numbers of complaints per business unit.
Pavla Well, I don’t have the exact figures, but what if I run through the rough numbers we’ve come up with so far?
Audio 8.5
A Ah! Thierry! Just the person I was looking for! Is it true you’re considering reducing the amount of staff car-parking?
B Ah … Look, Rachel, I’m afraid I’m really not in a position to talk about that.
A So is it true, then?
B No, I’m sorry, but I can’t answer that.
A These demonstrations are quite serious, aren’t they? You must be worried about the political situation at home?
B I’m sorry, I don’t know what you mean. }
A Oh, come on. It’s all over the news. Your government is taking a very hard line – I just want to know what you think.
B I’m sorry, Karl. I would prefer not to talk about it.
A Can you tell us a little more about the proposed office move?
B I’m afraid I’m not up to speed on the most recent developments.
A Oh, I can’t believe that. Someone with your connections?
B It’s not for me to say. Sorry. This is HR’s responsibility.
A Look, I just need to know. Have they agreed to work with us or not?
B Well, it’s not that straightforward. There are still things to consider.
A Oh, come on. It’s a simple question. Yes or no?
B Honestly, Kris. I’m afraid I don’t know any more than you do.
A So, is our budget likely to increase in the next financial year?
B It’s hard to say at the moment.
A But the decision must have been made, surely? If I find out that you knew something …
B Look, it’s nothing to do with me, OK?
A That was a surprise, wasn’t it, Enzo leaving so suddenly?
B Mm … I can’t really comment.
A I heard that he didn’t resign – he was fired.
B I’m afraid I can’t disclose that information – it’s confidential.
Ejercicio C - Escritura
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