Cambridge University Press

978-0-521-18469-4 - Cambridge English for Human Resources

George Sandford
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Skills Language focus Texts

Linking business Vocabulary: strategic approaches Listening
UNIT 1 and HR to HR A conversation about HR strategy
strategies Expressing opinions A presentation of research
HR strategy Developing an HR Writing HR strategy documents A presentation of HR strategy
strategy Formal written English I
page 6
Writing up the HR Reading
strategy A summary of strategic approaches to HR
An HR strategy document
An implementation and monitoring plan

Researching a Vocabulary: resourcing methods Listening

UNIT 2 resourcing Interaction in meetings A discussion on company resourcing
plan Vocabulary: resourcing plans A discussion on resourcing strategy
Employee Producing a Describing cause and effect A discussion on market conditions
resourcing resourcing
Vocabulary: HR collocations I A presentation of a resourcing plan
and talent plan
Paraphrasing
management Solving resourcing Reading
problems A current employee profile
page 14 A resourcing plan flowchart
A resourcing plan

Defining job Vocabulary: describing personality Listening

UNIT 3 requirements Writing: summaries of candidate A discussion of a job profile
Identifying requirements A discussion on person specification
Recruitment suitable Vocabulary: interview methods A discussion of interview questions
and selection candidates Asking follow-up questions Extracts from two job interviews
Conducting Vocabulary: candidate assessment
page 22 interviews
A discussion on the best candidate for the job
methods
Choosing Reading
the right A job profile template
candidate A person specification template
A summary of the Five Global Factors (16PF5)
An email
Two psychometric profiles

Writing a Vocabulary: HR strategy Listening

UNIT 4 training and documents A discussion of training and development strategy
development Formal written English II A training session
Training and strategy Vocabulary: training methods A discussion on evaluating training
development Designing Personalising training
strategy learning Reading
Vocabulary: HR collocations II
interventions A company’s training and development strategy
page 30 Producing a document
development Kolb’s Learning Cycle
programme An employee development programme web page
Evaluating A summary of a training programme
training and
A numerical evaluation form
development
A narrative evaluation form

Coaching in the Managing conflict I Listening

UNIT 5 workplace Asking open questions Extracts from a coaching, mentoring and
Conducting a Informal spoken English I counselling session
Coaching, mentoring Vocabulary: coaching methods An informal discussion on a new employee
mentoring session A workshop on a coaching framework
Coaching sessions
and Delivering a A mentoring session
Managing conflict II
counselling counselling
A counselling session
service
page 38 Reading
An email
A mentoring contract

4 Contents

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Cambridge University Press
978-0-521-18469-4 - Cambridge English for Human Resources
George Sandford
Table of Contents
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Skills Language focus Texts

Preparing a Formal written English III Listening
UNIT 6 competence Interviewing employees I A discussion on competence frameworks
framework Writing: competence frameworks: An information-gathering interview
Competences Identifying specific competences, knowledge A discussion of a current project
competences statements, performance standard
page 46
Writing performance statements Reading
standards An email template for all staff
Introducing a A competence framework document
competence A web page introducing competences to
framework all staff

Planning for a Vocabulary: approaches to employee Listening

UNIT 7 development development review An action planning meeting
review Vocabulary: HR collocations III Extracts from two briefing sessions
Employee Introducing a new Discussing an action plan A question and answer session
development review scheme Managing conflict III An employee development review meeting
and Delivering an Informal spoken English II
performance employee briefing Reading
Describing possibility in the past
Conducting a An HR forum discussion
review Describing intentions, plans and
development A company case study
possibility in the future
page 54 review An email

Investigating a Asking questions using intonation Listening

UNIT 8 complaint Writing: rules of conduct A complaint about an employee
Writing a disciplinary Formal written English IV A disciplinary hearing
Discipline and procedure Vocabulary: causes of grievances A discussion of a grievance
grievance Conducting a Formal written English V An informal meeting to resolve a grievance
disciplinary
page 62 hearing
Summarising opinions
Reading
Dealing with a A disciplinary flowchart
grievance A disciplinary policy document
An email

Evaluating a reward Vocabulary: reward systems Listening

UNIT 9 system Interviewing employees II A discussion of a company’s reward system
Writing a reward Discussing employee surveys and focus A conversation about the launch of a new
Reward strategy groups reward system
management Introducing a new Vocabulary: financial and non-financial
reward system Reading
page 70 rewards
The results of an employee survey
Writing: reward strategy documents
A summary of results from a focus group
Writing: introducing a new system
A reward strategy document
An email

Creating an HR Vocabulary: HR collocations IV Listening

UNIT 10 brand Explaining plans and ideas A conversation about HR branding
Communicating the Vocabulary: HR collocations V An explanation of a model for branding
HR branding brand message Writing: summarising brand platforms A negotiation of service level agreements
and Negotiating service Writing: making emails enthusiastic A meeting to manage change in the
consulting level agreements workplace
Writing: careers web pages
Developing a
page 78 consultancy role
Managing conflict IV Reading
Writing: service level agreements Corporate objectives
An employee survey
A service portfolio table
An email to employees
Marks and Spencer plc Careers web page

Additional material page 86 Glossary page 122

Audioscript page 93 Acknowledgements page 128
Answer key page 109

Contents 5

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978-0-521-18469-4 - Cambridge English for Human Resources
George Sandford
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UNIT 1 HR strategy
● Linking business and HR
strategies
● Developing an HR strategy
● Writing up the HR strategy

Linking business and HR strategies

A strategy sets out the larger and longer-term plans of an organisation.
In many organisations, HR has its own strategic plan.

1 a In pairs, discuss the following questions.

1 What subjects would you expect to find in a corporate strategy document?
2 What subjects would you expect to see in an HR strategy document?
3 Why is it important to link the HR strategy to the corporate business plan?

Maracujá is an international fashion designer based in Lisbon. The business is

vertically integrated, meaning that it controls all aspects of the business from
the design and manufacture of the clothes to retail and marketing.

b 1.1 Listen to a conversation between the HR Director, Laura Carvalho,

and her Organisational Development Manager, Chris Ellis, and answer the
following questions.
1 Why does Maracujá need to review its HR strategy?
2 Which part of the strategy do Laura and Chris agree will be the most
important to review?
3 How is the management board currently changing the business?
4 What does Laura ask Chris to investigate for the HR Department?

6 Unit 1 HR strategy

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2 a Read the notes Chris has made on Balance the needs of all stakeholders
Maracujá’s corporate strategy. Use Gain a top ten position in European Dow Jones
the glossary (pages 122–127) to sustainability ranking
check the meaning of the highlighted Establish retail footprints in Moscow and Sydney
words. In pairs, discuss which issues Develop online shopping facilities
you think will be most important for Close Braga factory
the HR strategy. Open new greenfield production plant in Evora
Create a ‘best in class’ approach to knowledge
b HR can use a number of different management
approaches when creating a strategy. Attract highest quality designers through
Match the approaches (1–8) to their competitive remuneration packages
main characteristics (a–h).
1 personnel a a paperless HR function in which technology is used to offer self-service HR
2 outsourced HR b the responsibility for many HR activities is given directly to managers in other
departments
3 business partner c HR is seen as part of an overall quality management system
4 performance management d HR people act as advisors and project-based experts
5 e-HR e the focus is placed on providing traditional, transactional HR functions such as
payroll, and recruitment and selection
6 continuous improvement f all (or most) of the HR functions are provided externally
7 devolved HR g HR encourages a performance culture by measuring results and building skills
8 consultancy h the focus is less on traditional HR functions (e.g. payroll) and more on playing
an influential and strategic role

c Look at the strategic corporate objectives in Exercise 2a. Which of the

approaches to HR strategy in Exercise 2b would be most appropriate? Why?

3 a Chris is preparing a summary of the advantages and disadvantages of

four approaches to strategic HR. Read the information in this extract
and then complete the headings (a–d) with the correct approach (1–8 in
Exercise 2b).

(a) (b)
Advantages Disadvantages Advantages Disadvantages
✦ Strong management of ✦ Limited influence ✦ HR plays an active role in ✦ May reduce involvement
central function ✦ HR may be seen as self- strategy with majority of
✦ Easy to manage and serving bureaucracy ✦ Participates in change workforce
operate ✦ (2) management ✦ Added value may be hard
✦ (1) ✦ (3) to quantify
✦ (4)

(c) (d)
Advantages Disadvantages Advantages Disadvantages
✦ Creates greater ✦ Performance culture ✦ Increased perception ✦ To work, the organisation
ownership among needs to have high of HR as being business needs a total quality
managers level support to work focused management culture
✦ HR plays an important ✦ There is a possibility of ✦ HR provides quality ✦ May spend too much
role in developing employee resistance management tools for time measuring and
performance ✦ (6) managers reporting
management systems ✦ (7) ✦ (8)
✦ (5)

Unit 1 HR strategy 7

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George Sandford
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b Complete the extract from Chris’s summary in Exercise 3a by matching the

following advantages and disadvantages (a–h) to the points (1–8) in the
table.
a If results become the main focus of the culture, employee development and
motivation may become weak
b HR may be perceived as an administrative cost only
c HR may participate in inter-departmental quality circles
d HR staff may lack the skills to perform a strategic role
e HR’s influence and presence are increased
f May lose sight of the ‘human’ aspect of HR
g Organisational focus is shifted from effort and input to output and results
h People understand what HR does

c 1.2 Chris is presenting the results of his investigation to Laura and

other colleagues in the HR Department. Listen and decide if the following
statements are true (T) or false (F).
1 Laura thanks the HR Department for their hard work.
2 The first approach Chris discusses is a traditional model of HR.
3 Chris agrees that HR does not have a strategic role in the personnel
approach.
4 According to Chris, HR’s main role in a performance management approach
is to support managers.
5 Everyone agrees that a performance management approach is the best
option.

d Read the extracts from the meeting (a–h) and say which of the phrases in
bold are used to:
1 express mild agreement
2 express strong agreement
3 signal that the speaker is moving on to a new topic
4 soften a disagreement
a Well, as you know, I’ve been …
b Right, I’ve looked at a number of …
c Exactly. It’s clearly not the most …
d There’s no doubt that these services …
e But really, Chris, if you don’t mind me saying …
f Yes, I’m inclined to agree with you. Certainly, our …
g Good, that sounds more like it.
h Hm, I’m not convinced. I still think …

4 Work in small groups. Take turns to present the advantages and

disadvantages of a strategic approach to HR for your organisation or an
organisation you know well. Try to use the phrases in Exercise 3d.

8 Unit 1 HR strategy

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George Sandford
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Developing an HR strategy
Laura has decided to adopt the
business partner model and
is developing the HR strategy Maracujá
Maracuja HR strategy document
document.
(1)
5 a Complete the document The aim of the HR strategy is to support and enhance the corporate
headings (1–6) with the words strategy by realising key deliverables through HR services and actions.
and phrases in the box. (2)
The new strategy exists within a framework of the company’s rapid
Context HR vision and mission expansion.
Implementation and monitoring (3)
Introduction Key deliverables To work in partnership to provide you with HR excellence.
Purpose
(4)
The strategy comprises four key elements:
b Is the language in the document ✦ Service delivery
more formal and impersonal or ✦ Employee commitment

more informal and friendly? ✦ Change

✦ Strategic actions
c Read the document again
(5)
and find the singular or plural This section outlines the measurable outcomes that the strategy will
noun(s) from: produce.
● the verbs: (6)
act aim come out The effectiveness of the introduction and impact of the strategy will
deliver expand introduce be thoroughly assessed by HR, the management board and the cross-
functional team.
● the adjectives:
effective excellent

6 a Read the following questions.

In pairs, say which four
The aim of the HR strategy is to support and enhance the
questions you think a good
corporate strategy by realising key deliverables through HR
introduction should answer, and
services and actions. The strategy has been developed in
why. Then read the beginning
consultation with senior management and staff and takes
of Laura’s introduction on the account of lessons learnt from strategic planning in the past. As
right to check your answers. a global company, it is important that we connect all aspects of
1 How will the HR strategy help the business whilst retaining the ability to respond quickly to
the corporate strategy? market changes.
2 Who has written the HR
strategy?
3 How long did it take to write?
4 What factors does the strategy take into account?
5 Why is it important to connect different parts of the business?
6 What does the management board think about the HR strategy?

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George Sandford
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b Read the first draft of part of the Context section of Laura’s strategy
document. Then read the revised version in the second draft. What
changes has she made to the second sentence? Why?

1st Draft: The new strategy exists 2nd Draft: The new strategy exists within
within a framework of the company’s a framework of the company’s
rapid expansion. Global economic rapid expansion. Change has been
growth within the clothing sector, driven by global economic growth
and the modernisation initiative within the clothing sector and the
which the management board modernisation initiative which was
created, have driven change. created by the management board.

c Rewrite the last two sentences in the Context section below, using the
passive voice of the verbs and making any other necessary changes. Then
compare your sentences with the key on page 109.

Whilst we anticipate some potential constraints, we expect that we will achieve the company’s change
programme. This will result in us closing the Braga factory and relocating the manufacturing operation
to Evora.

d Use the glossary (pages 122–127) or a dictionary to check the meanings

of the words and phrases in the box. Then use the words and phrases to
complete the four extracts of the HR strategy document below.

business partner consultancy flexible working human capital management

human resource profile internal customers succession planning transition

Service delivery
It is HR’s intention to support a range of services that meet the needs of
(1) . This will be achieved by ensuring that the
(2) meets the business’s needs and that recruitment processes
maximise Maracujá’s ability to attract high quality candidates.
Employee commitment
The strategy sets out our commitment to (3) .
As well as fostering a learning environment, a structured (4) system will
be introduced as part of our career development programme.

Change
HR will lead the company and employees through (5) and relocation.
We will provide (6) practices to support managers and employees with
families during the period of change.

Strategic actions
The HR Department will play a full and active role in supporting and helping to develop strategy. We will
extend our role as a (7) through increased strategic participation and
by extending our (8) and advisory services.

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7 Plan the outline of an HR strategy document for your organisation or an

organisation you know well. Then choose one of the sections to write up.
Use the approaches and language you have studied in this section to help
you.

Writing up the HR strategy

8 a The strategy document contains a section on key deliverables. In pairs,
discuss the following questions.
1 Why does a strategy need deliverable outcomes?
2 What sort of key deliverables would you expect to find?
3 What ways of measuring outcomes could be used?

b Read the extract below from Maracujá’s HR strategy document and find
highlighted words or phrases which have a similar meaning to the following
definitions.
1 a formal phrase which means together with
2 an investigation which finds out whether or not it is possible to do something
3 a review of what the staff in an organisation can do
4 something that is produced
5 the practice of paying a company in another country to provide a service
6 to do something in the best way possible
7 organised and completed
8 the way in which something is used

Delivery element: Resourcing

Outcome Outputs Responsibility / to be
carried out by
The workforce ✦ Analytical report with recommendation of ✦ HR director
profile fully workforce profile to be produced by end of
aligned with calendar year.
current and ✦ New resourcing plan to be written by end of ✦ HR
future corporate financial year.
needs. ✦ Equality survey to be conducted and ✦ External consultants
published annually.
Employee ✦ Analyse current labour costs and produce ✦ HR
utilisation report to achieve 10% savings within two
maximised years.
to optimise ✦ Conduct skills audit of current staff to identify ✦ Line managers
efficiency of under-utilised staff and skills shortages.
labour costs / ✦ Carry out offshoring feasibility study of India ✦ HR in conjunction with
productivity ratio. and China. Global Strategy Manager

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9 a The strategy document should conclude with an implementation and

monitoring plan, which explains how the strategy will be introduced to the
company. In pairs, discuss which factors and groups of people you think
should be included in an implementation and monitoring plan.
Factors
Accountabilities Deadlines Desired outcomes Goals
Key indicators Performance targets Revenue Seasonal variations
People
Accounts Department All employees Consultants Customers
Employee development group HR Department Line managers
Management board Shareholders

b 1.3 Listen to the beginning of a meeting of the HR Department and say

which four factors and which four groups of people they mention.

c 1.3 Listen again. Are the following statements true (T) or false (F)?
1 The purpose of the meeting is for Laura to explain her ideas to the
department.
2 HR managers will approve the implementation plan.
3 The group decides not to include key indicators in the plan.
4 The group would like to include both managers and employees in the plan.
5 The group will only discuss the plan with the board after it is finished.

d The meeting includes several examples of proposals and counterproposals.

Match the beginnings of the extracts (1–6) to the endings (a–f).
1 That’s true, but it’s not just a some straightforward accountabilities and deadlines?
2 I think, like the deliverables section, we should build b too complicated.
3 Maybe we can c the management board.
4 As long as it doesn’t get d about appearances.
5 So why not just include e use both.
6 Good idea, but let’s not forget f a matrix with a number of components.

e Look at the phrases in bold in each extract. Which are used to make
a proposal? Which are used to make a counterproposal or qualified
agreement?

10 a Read the extract on the opposite page from Laura’s completed

implementation and monitoring plan and decide if the following statements
are true (T) or false (F). Ignore the gaps for now.
1 HR only will be responsible for measuring the success of the HR strategy.
2 The success of every objective will be measured through a specific action or
event.
3 HR promises to find new employees for positions in eight weeks or less.
4 The employee review scheme will be completed by the end of Q4.
5 The strategy may cause problems for employees with young children.

b 1.4 Laura is presenting the HR strategy to the board. Complete the

missing information from the implementation and monitoring plan (1–8)
using the words in the box. Then listen and check your answers.

100% 8% 80% attitude framework ongoing open profile

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Implementation and monitoring

The effectiveness of the introduction and impact of the strategy will be thoroughly assessed by HR, the
management board and the cross-function employee development team.
This will be achieved by using the monitoring process below, which identifies how success will be
demonstrated and sets milestones for each goal.
Goal: To recruit and retain a skilled workforce
Outcome Indicators Outputs Responsibility Deadline
Employee skills ✦ Duration of ✦ Vacancies are filled HR / Line By end of Q2
and workforce (1) within a maximum of managers
capacity fully vacancies two months.
meet the ✦ Labour turnover ✦ Labour turnover reduced HR / Line By end of Q4
needs of the to (2) . managers
business. ✦ Skills–supply ✦ Full company-wide skills HR / Line By end of Q2
demand match audit. managers
Learning ✦ Competence ✦ A company-wide HR / Line Develop over the
processes (3) process defines skills and managers next 12 months
meet the performance standards.
development ✦ Employee review ✦ The ER scheme has HR / Line Current and
needs of the scheme (4) managers / ongoing
company. employee coverage and Directors
produces measurable
learning objectives.

Goal: To support ethical working practices

The business ✦ Policy documents ✦ Family friendly policy HR Current
supports documents provide
family friendly evidence.
policies. ✦ Employee ✦ At least HR / External Carried out annually
(5) (6) of consultancy
surveys the workforce say the
company has flexible,
family friendly working
hours.
The business ✦ Equality survey ✦ Regular surveys are HR Carried out annually
upholds and conducted to check
promotes equality of opportunity
equality. in the workplace.
✦ Employee statistics ✦ The employee HR (8)
(7) is monitoring
socially representative
and variations are
rectified.

11 Work in groups. Plan and write an implementation and monitoring plan like
the one above. Then take turns to present your plan to the group.

Unit 1 HR strategy 13

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