When I say “bonus,” I’m not talking about a Christmas card from the boss with a $20 gift certificate for Starbucks. I’m not talking about tokens of appreciation. I’m talking about a nice fat year-end bonus that says your employer believes you’re worth investing in.
Dans notre dernière leçon, I talked about how to demonstrate your value through your approach to work. Aujourd'hui, I want to focus not just on your approach, but on the work itself. When all is said and done, it’s your performance that will be valued above all else. So how can you show that?
We all know that money’s not the only workplace incentive, but it sure is an effective one. Nothing beats a nice cheque at the end of the year to say “thanks for all the hard work.” That bonus can help us enjoy the holiday season more, and feel better about heading back to the office when the holiday is over.
Donc, how can you make sure you get that bonus? Or how can you increase the size of your bonus? bien, first of all, if you just started thinking about this now, you might be out of luck. You can’t just suck up to your boss in December and expect to be rewarded. If you’re looking for an easy workaround to hard work, I’m sorry to disappoint you.
And if you think that you deserve a bonus because you showed up on time every day and never ducked out early, then think again. If you make hamburgers at McDonalds, then your employer pays you for your time, in the form of a wage. But in professional settings, where people earn salaries, it’s not your time that your employer pays for. It’s your value.
Bienvenue dans le module d'anglais des affaires pour la leçon d'aujourd'hui sur resolving conflictin the workplace.
Conflict happens. There’s no way around it. But not everyone has the same attitude toward conflict. Some people run from it, or refuse to even admit it exists. Other people acknowledge it but simply hope it goes away on its own. And some people are able to approach it with confidence, dealing with it openly and honestly.
The first step in conflict resolution is for the people involved to sit down and try to work it out themselves. But that doesn’t always work, and in many cases it takes a third party to attempt to find solutions. That third party might be a peer, ou collègue. But mostly it’s a manager or leader. En réalité, helping mediate conflict between people is an important function of a manager.
Effective mediation is a tricky business. You need to help people have the open and honest conversations that they might not be able to have on their own. Part of that involves ensuring each person has their turn to speak. One of your aims, bien sûr, is common understanding, so you may need to encourage empathy and confirm understanding at different steps along the way.
As a conflict mediator, your ultimate aim it to find a solution. Pour faire ça, you’ll want to have people agree on a common goal. You may also ask them to focus on positive actions, rather than negative ones. Positive actions are more solution-focused.
Dans la boîte de dialogue d'aujourd'hui, we’ll continue hearing about a conflict between Trevor and Andrew, two retail managers in the same company. Trevor has tried talking with Andrew about their personal conflict, but they haven’t been able to reach a clear solution. So their boss Ann has stepped in as a third-party to help resolve the conflict.
Questions d'écoute
1. What does Ann do when Trevor interrupts Andrew at the start of the dialog? 2. After Andrew explains his side of the story, what does Ann ask Trevor? 3. What is the common goal for the solution Ann proposes?
Welcome back to Business English Pod for today’s lesson on how to resolve conflict.
Just say the word “conflict” and people usually get uncomfortable. Most people want to avoid conflict at all costs. But conflict in the workplace is unavoidable. En réalité, it’s a natural result of people working in groups. And in a healthy organization, conflict can actually be constructive. It can lead to personal and professional growth, as well as new ideas and ways of working.
But those positive results of conflict can only be realized if people are willing to face conflict directly and honestly. If people ignore conflict, or refuse to face it, then bad things can happen. Unresolved conflict leads to toxicity and poisoned relationships or teams. Given enough time, it can destroy a company.
So if you experience conflict with someone at work, what can you do? bien, the first step involves trying to work things out one-on-one. You need to talk, privately and openly. And when you do, it’s important to focus on the impact of the other person’s behavior and to try to identify the root cause of the problem. En même temps, you should consider the other sides views and ask them about their perceptions, rather than just focusing on yours. Stick to the facts as you try to resist arguing, and always look for possible solutions.
Dans la boîte de dialogue d'aujourd'hui, we’ll hear a retail manager named Trevor try to resolve a conflict he’s having with Andrew, a manager at another store in the same company. Trevor is trying to calmly deal with the situation and find a way to improve their working relationship.
Questions d'écoute
1. What does Trevor say he felt as a result of Andrew’s behavior? 2. How does Trevor respond when Andrew gives him examples of employees that have changed workplaces? 3. What solution does Trevor propose?
Bienvenue à nouveau dans le module Anglais des affaires pour la leçon d'aujourd'hui sur la discussion des problèmes de dotation par téléphone.
L’un des atouts les plus précieux d’une entreprise est son personnel. Un bon personnel peut faire la différence entre le succès et l'échec. Mais même avec un excellent personnel, chaque manager sait qu'il y aura des défis. Je ne veux pas dire de gros problèmes, juste le régulier, défis permanents de la planification, embauche, entraînement, et support.
Tout le monde connaît l'importance de compétences en communication dans les affaires, surtout en matière de RH et de dotation. Mais une communication efficace est encore plus importante au téléphone, car tout dépend de la technique et de votre choix de mots.
Discuter de tout type de problème au téléphone peut commencer par informer quelqu'un, comme ton boss, d'un problème ou d'un défi. Et quand tu fais ça, vous devez également vous assurer de montrer comment vous vous êtes approprié le défi. Bien sûr, la dotation en personnel coûte de l'argent, ce qui signifie que le traitement des problèmes peut impliquer de demander l'approbation du budget. Et, si vous parlez du roulement du personnel, vous devrez peut-être également définir des stratégies de rétention, ou des moyens de garder de bonnes personnes. finalement, chaque fois que vous présentez une idée, vous voudrez probablement évaluer le soutien pour cette idée.
Dans la boîte de dialogue d'aujourd'hui, nous entendrons Cam et Annette. Cam est directeur de production pour Boston Vintage, une entreprise de confection américaine avec un bureau en Chine. Annette travaille au bureau de Chine, et elle appelle Cam pour discuter de certains problèmes de personnel. Comme vous l'entendrez, elle fait face à la démission d'un employé important de l'entreprise.
Questions d'écoute
1. Qu'est-ce qu'Annette dit qu'elle aurait pu faire pour éviter le problème? 2. Quelles sont les idées d'Annette sur la rétention, ou comment garder de bonnes personnes dans l'entreprise? 3. Why does Annette ask about “head office” near the end of the dialog?
