Read
the text below and answer Questions 23-27.
Running a meeting
If you're running a meeting for the first
time, here are a few tips to help you.
Prior to the meeting, think about the seating
and arrange it in an appropriate way. A circle can work well for informal
meetings, but sometimes the furniture cannot be re-arranged or rows are more
suitable. Consider the participants and decide what is best. Before people
arrive, it’s a good idea to designate someone to stand at the entrance and
greet everyone.
If the meeting is small, start by requesting
everyone to introduce themselves and to give a bit of relevant information in
addition to their name. This may be what they do or why they are there. For all
meetings, you need to introduce the chairperson, i.e., yourself, and any other
outside speakers you have invited.
Next, make sure everyone can see the agenda
or has a copy of it. Briefly run through the items then take one point at a
time, and make sure the group doesn’t stray from that point until it has been
dealt with. Encourage participation at all times so that attendees can
contribute but don’t let everyone talk at the same time. Try to keep
discussions positive, but don’t ignore conflicts – find a solution for them and
make sure they are resolved before they grow.
Summarise points regularly and make clear
action points. Write these down and don’t forget to note who’s doing what, and
by when. Encourage everyone to feel able to volunteer for tasks and roles. It
can help if the more experienced members of the group offer to share skills and
knowledge, but don’t let the same people take on all the work as this can lead
to tension within the group.
At the end, remember to thank everyone for
turning up and contributing. It can be nice to follow the meeting with a social
activity like sharing a meal or going to a cafe.
Questions
23-27
Complete the chart below.
Choose NO MORE THAN TWO WORDS from the text for each
answer.
Write your answers in
boxes 23-27 on your reading answer
sheet.
Tips on running a meeting
Arrange
seats according to the types of meeting and participants
⬇
In small meetings, ask people for some 23 .................... as they
introduce themselves
⬇
Make sure the 24 .................... is
available to everyone.
⬇
Involve people in the discussion and solve any 25 .................... quickly
if they arise
⬇
Note action points and who is responsible for them
⬇
Avoid 26 .................... by
involving a range of people in tasks
⬇
Thanks people for coming, and possibly have some kind of 27 .................... afterwards
Sample 6
Read
the text below and answer Questions 15-20.
Barrington Music Service:
Business and Development Manager
Barrington Music Service organises a
wide range of music activities for children and young people resident in and
around Barrington. It provides singing and specialist instrumental lessons in
schools, and it owns a collection of instruments for use in schools, some of
which are available for hire by the parents of children having lessons. The
Service also arranges a number of music-related events, including festivals
bringing together choirs and soloists from schools in both Barrington and other
areas. The Music Service provides administrative and financial support for the
Barrington Youth Orchestra, which takes part in workshops with professional
artists and gives performances.
Barrington Music Service is seeking
to recruit a Business and Development Manager to manage the administrative
function and build on the success of the Service. We are looking for an
individual with a passion for delivering the best possible music provision for
the benefit of our children and young people.
As the Business and Development
Manager, you will be responsible for managing the administrative and financial
systems of the Music Service, ensuring it does not exceed its budget, which is
currently around £1m a year. You will take the lead on marketing the Service
and ensuring the generation of new income. The Music Service is involved in
several partnerships with schools and with music and community organisations in
the district, and you will be expected to increase the number and scope of
these, as well as take the lead in fundraising. The Service recently embarked
on a programme to broaden what is taught in school music lessons, to include
instruments and musical styles from around the world, and you will be required
to further develop this emphasis on diversity.
You will need to improve systems for
ensuring that the records of the Service’s activities are accurate and maintain
a database of all music teachers, students, and instruments belonging to the
Service.
The person appointed will have
experience of a supervisory role and the skills to motivate members of a team.
You will have an understanding of accounting, at a non-specialist level, and of
standard financial procedures. High-level IT skills and excellent verbal and
written communication skills are essential. Although experience in music
education is not crucial, good knowledge of the field, or of other areas of
arts management, would be an advantage.
Questions
15-20
Complete the notes below.
Choose ONE WORD ONLY from the text for each answer.
Write
your answers in boxes 15-20 on your answer sheet.
Barrington Music Service
Activities
● organises music lessons
● enables the hire of instruments
● Events such as 15 ................... for local
and visiting schools
● supports Barrington Youth Orchestra
Post
of Business and Development Manager
Person appointed will
● manage the administration of the Service
● be responsible for keeping to the 16 ...................
● build 17 ................... with other
organisations
● be proactive in fundraising
● increase the focus on 18 ................... in school
music lessons (e.g., international styles)
● make sure records and a 19 ................... is
kept up-to-date
Person
appointed must have
● ability to supervise and motivate others
● basic knowledge of 20 ...................
● other relevant skills
Read
the text below and answer Questions 21-27.
Health and safety in small
businesses
The rate of accidents at work is
almost 75% higher in small businesses than in larger companies. One possible
reason is chat many managers of small businesses have an inadequate knowledge
of health and safety issues.
Many managers of small businesses
claim their situation is made worse by bureaucracy, arguing that the huge
number of regulations – not just on health and safety but also on tax, the
minimum wage, and much, much more – makes their work difficult.
Many managers are simply not aware
of their responsibilities. They are too busy running their companies to read
manuals, employ consultants or go to seminars. Moreover, the average business
person doesn’t know where and how to get information.
The Federation of Small Businesses
argues that the special nature of small businesses should be recognised by
health and safety inspectors, with an emphasis on education and how to comply
with the law, rather than simply on enforcement. For instance, inspectors could
make employers aware of what they really need to know, rather than swamping
them with mountains of leaflets which may not be relevant.
Improvements are being made,
however. The Health and Safety Executive has issued a free guide to the most
important health and safety laws for employers. All employers must have their
own health and safety policy statement and, for businesses with more than five
employees, this must be in writing. It should be specific to the business and
clear about the arrangements for and organisation of health and safety at work.
We should state a strategy, detail
how it will be implemented and by whom, and say when it will be reviewed and
updated. It is advisable to involve employees in this process, as they have
direct experience.
Assessing and identifying risks is
the starting point. But to comply with the law, businesses must train their
employees about health and safety, and provide information to others who need
to know, such as the contractors working for them. These are often smaller
companies that carry out most of the dangerous work. Helping them to get into
good safety habits makes it easier for them to tender for work from big
companies.
Other advice from the Health and
Safety Executive for small businesses tackles specific issues, such as helping
small companies to deal with work-related stress.
Questions 21-27
Complete
the sentences below.
Choose ONE WORD ONLY from the text for each answer.
Write
your answers in boxes 21-27 on your reading answer sheet.
21. One cause of health and safety
problems in small businesses is that managers do not have enough relevant
..................... .
22. Managers complain they have too many ..................... to deal
with.
23. Managers may not fully understand their ..................... .
24. Businesses sometimes feel that inspectors give them far too many
..................... .
25. Businesses above a certain size must produce a written
..................... of their health and safety policy.
26. A company’s health and safety policy is relevant to both its employees and
its ..................... .
27. The Health and Safety Executive can advise small businesses on problems of
..................... among their employees.
Sample 7
Read
the text below and answer Questions 15-20.
Reducing
injuries on the farm
Farms tend to be full of activity. There are
always jobs to be done and some tasks require physical manual work. While it is
good for people to be active, there are risk factors associated with this, and
efforts need to be made to reduce them.
The first risk relates to the carrying of an
excessive load or weight. This places undue demands on the spine and can cause
permanent damage. Examples of tasks that involve this risk are moving
50-kilogramme fertiliser bags from one site to another or carrying heavy
buckets of animal feed around fields. According to the UK Health and Safety
Executive, activities such as these ‘should be avoided at all times’. Their
documentation states that other methods should be considered, such as breaking
down the load into smaller containers prior to movement or transporting the
materials using a tractor or other vehicle. The risk posed by excessive force
is made worse if the person lifting is also bending over as this increases
pressure on the discs in the back.
If a load is bulky or hard to grasp, such as
a lively or agitated animal, it will be more difficult to hold while lifting
and carrying. The holder may adopt an awkward posture, which is tiring and
increases the risk of injury. Sometimes a load has to be held away from the
body because there is a large obstacle in the area and the person lifting needs
to be able to see where their feet are going. This results in increased stress
on the back; holding a load at arm’s length imposes about five times the stress
of a close-to-the-body position. In such cases, handling aids should be
purchased that can take the weight off the load and minimise the potential for
injury.
Another risk that relates to awkward posture
is repetitive bending when carrying out a task. An example might be repairing a
gate that has collapsed onto the ground. This type of activity increases the
stress on the lower back because the back muscles have to support the weight of
the upper body. The farmer should think about whether the job can be performed
on a workbench, reducing the need for prolonged awkward posture.
Questions 15-20
Complete
the notes below.
Choose ONE WORD ONLY from
the text for each answer.
Write your answers in
boxes 15-20 on your reading answer
sheet.
Read the text below and
answer Questions
21-27.
Good customer service in retail
Without customers, your retail business would
not exist. It stands to reason, therefore, that how you treat your customers
has a direct impact on your profit margins.
Some customers just want to browse and not be
bothered by sales staff. Try to be sensitive to how much help a customer wants;
be proactive in offering help without being annoying. Suggest a product that
naturally accompanies what the customer is considering or point out products
for which there are special offers, but don’t pressure a customer into buying
an item they don’t want.
Build up a comprehensive knowledge of all the
products in your shop, including the pros and cons of products that are alike
but that have been produced under a range of brand names. If you have run out
of a particular item, make sure you know when the next orders are corning in.
Negativity can put customers off instantly. If a customer asks a question to
which the answer is ‘no’, do not just leave it at that – follow it with a
positive, for example: ‘we’re expecting more of that product in on Tuesday’.
Meanwhile, if you see a product in the wrong
place on a shelf, don’t ignore it – put it back where it belongs . This
attention to presentation keeps the shop tidy, giving the right impression to
your customers. Likewise, if you notice a fault with a product, remove it and
replace it with another.
When necessary, be discreet. For example, if
the customer’s credit card is declined at the till, keep your voice down and
enquire about an alternative payment method quietly so that the customer
doesn’t feel humiliated. If they experience uncomfortable emotions in your
shop, it’s unlikely that they’ll come back.
Finally, good manners are probably the most
important aspect of dealing with customers. Treat each person with respect at
all times, even when you are faced with rudeness. Being discourteous yourself
will only add more fuel to the fire.
Build a reputation for polite, helpful staff
and you’ll find that customers not only keep giving you their custom, but also
tell their friends about you.
Questions
21-27
Complete
the sentences below.
Choose NO MORE THAN TWO WORDS from
the text for each answer.
Write
your answers in boxes 21- 27 on your answer sheet.
21.
A .................... approach to selling is fine as long as you do not
irritate the customer.
22. Recommend additional products and .................... without being
too forceful.
23. Know how to compare similar products which have different
.................... .
24. Avoid .................... by always saying more than ‘no’.
25. Keep an eye on the .................... of goods on the shelves.
26. If a customer has problems paying with their ....................
handle the problem with care.
27. Any .................... from a customer should not affect how you
treat them.
Sample 8
Read
the text below and answer Questions 15-21.
FORMAL
DRESS CODE FOR COMPANY EMPLOYEES
At
TransitEuropean, the company’s objective in establishing a formal dress code is
to enable our employees to project the professional image that is in keeping
with the needs of our clients and customers who seek our guidance, input, and
professional services. Because our industry requires the appearance of trusted
business professionals and we serve clients at our site on a daily basis, a
more formal dress code is necessary for our employees.
Formal Dress Code Guidelines
In a formal business environment, the standard of dressing for men and women is
a suit. Alternatively, a jacket may be worn with appropriate accessories. Torn,
dirty, or frayed clothing is unacceptable. Clothing should be pressed and never
wrinkled. No dress code can cover all contingencies so employees must exert a
certain amount of judgement in their choice of clothing to wear to work. If you
experience uncertainty, please ask your supervisor for advice.
Shoes and Footwear
Conservative walking shoes, dress shoes, loafers, boots, flats, dress heels,
and backless shoes are acceptable for work. Not wearing stockings or socks is
inappropriate. Tennis shoes and any shoe with an open toe are not acceptable in
the office.
Accessories and Jewellery
The wearing of ties, scarves, belts, and jewellery is encouraged, provided they
are tasteful. Items which are flashy should be avoided.
Makeup, Perfume, and Cologne
A professional appearance is encouraged and excessive makeup is unprofessional.
Remember that some employees may have allergic reactions to the chemicals in
perfumes and makeup, so wear these substances in moderation.
Hats and Head Covering
Hats are not appropriate in the office. Head covers that are required for
reasons of faith or to honour cultural tradition are permitted.
Dress Down Days
Certain days can be declared dress down days, generally Fridays. On these days,
business casual clothing is allowed. Clothing that has our company logo is
strongly encouraged. Sports team, university, and fashion brand names on
clothing are generally acceptable. However, you may wish to keep a jacket in
your office in case a client unexpectedly appears.
Violation of Dress Code
If clothing fails to meet these standards, as determined by the employee’s
supervisor, the employee will be asked not to wear the inappropriate item to
work again. If the problem persists, the employee will receive a verbal warning
and may be sent home to change clothes.
Questions 15-21
Complete
the notes below.
Choose NO
MORE THAN TWO WORDS from the text for each answer.
Write your answers in boxes 15-21 on your answer sheet.
NOTES ON COMPANY DRESS CODE
Aim
of formal dress code: to present a 15 ……………….
to clients.
Acceptable
types of formal clothing: jacket or
suit.
State
of clothes: they must be 16 ……………….
and in good condition.
Footwear: tennis shoes and open toe shoes are not allowed.
Accessories: ties, scarves, belts and jewellery may be worn
- these must be 17 ………………. and not brightly
coloured.
Make
up: avoid wearing too much make up
and perfume.
- these sometimes cause 18 ……………….
Hats: hats should not be worn
- head covers in line with religious reasons or 19 ……………….
are allowed.
Dressing
down: casual clothing is allowed on
some Fridays
- clothing with the 20 ………………. on it is
recommended.
Breaking
the dress code: if advice is repeatedly
ignored, a 21 ………………. is given.
Read the text below and answer Questions 22-27.
JLP
RETAIL: STAFF BENEFITS
Whatever your role, your pay range will be extremely
competitive and reviewed in the light of your progress. In addition to your
salary, you will enjoy an array of excellent benefits from the moment you join
the company.
Paid
holiday
The holiday entitlement is four weeks per year, rising to five weeks after
three years (or in the case of IT graduate trainees, after promotion to
programmer or trainee analyst). There are further long-service increases for
most staff after ten or fifteen years. Managers, including graduate trainees,
receive five weeks’ holiday from the outset.
Pension
scheme
We offer a non-contributory final salary pension scheme, payable from the age
of 60, to most staff who have completed the qualifying period of five years.
Life
assurance
Our life assurance scheme pays a sum equivalent to three times your annual
salary to your nominated beneficiary.
Discounts
After three months’ service, all staff are entitled to a 12% discount on most
purchases from the company’s stores. This rises to 25% after one year’s
service.
Subsidised
dining room
In most sites, we provide a dining room where you can enjoy excellent food at
very reasonable prices.
Holiday
and leisure facilities
The business owns a number of residential clubs which offer subsidised holiday
accommodation for staff with at least three years’ service.
Sports
clubs
We support an extensive range of sports activities including football, netball,
golf, skiing, sailing, squash, riding and gliding.
Ticket
subsidies
Ticket subsidies of 50% of the cost of plays or concerts are available. Staff
may also take advantage of corporate membership to bodies such as the Science
Museum.
Education
subsidies
We give generous financial support to staff who wish to acquire leisure skills
or continue their education, e.g. through the Open University or evening
classes.
Extended
leave
Staff who complete 25 years’ service can enjoy paid sabbatical leave of up to
six months.
Health
services
We have an occupational health service staffed by full-time doctors and health
advisers.
Financial
help, benefits and discounted deals
In cases of particular hardship, we will help staff with a loan. We have also
negotiated a range of benefits for staff such as discounted private healthcare
and a car purchase scheme, along with a number of one-off deals with hotels and
amusement parks.
Questions 22-27
Complete
the sentences below.
Choose NO MORE TWO WORDS AND/OR A NUMBER from the text for
each answer.
Write
your answers in boxes 22-27 on your answer sheet.
22. Pay increases depend on the ……………….
that each member of staff makes.
23. Employees must work a minimum of ………………. to be eligible for a pension.
24. Staff may take a holiday at one of the ………………. provided by the company.
25. The company pay half the seat price for ………………. and plays.
26. The company gives financial assistance for both educational courses and
………………. as part of staff development.
27. Employees may be entitled to a ………………. if they find themselves in difficult
circumstances.
Sample 9
Read
the text below and answer Questions 15-21.
USING DIRECT
MAIL TO SELL YOUR PRODUCT
When
you have set up your own business, you must, of course, start selling your
goods or services. One way is by using direct mail - in other words, sending a
sales letter (or email) directly to companies that might want to do business
with you.
One important factor is your mailing list - that is, who you contact. You can
build this up from your own market research, existing clients and advertising
responses, or you can contact list brokers and rent or buy a compiled list. If
you are contacting a business, it is important to address the letter to the
decision maker, ideally by name or at least by job title.
While the desirability and price of the product on offer will obviously
influence sales, you also need to gain the maximum impact from your sales
letter. To achieve that, bear the following points in mind:
•
You have no more than two seconds from when the reader starts the letter to
convince them to continue. If you fail, they will throw it away. The opening is
crucial to attract their attention. And so that they don't lose interest, avoid
having too much text.
•
Try to send each mailing in a white envelope. It might be cheaper to use a
brown envelope but it doesn't make for such good presentation.
•
Include a brochure. Depending on the volume and on whether you can afford the
cost, try to use at least two-colour printing for this. If practicable, it may
be worth enclosing a free sample - this is a much greater incentive than
photographs.
•
However interested your potential clients are in buying, they will only do so
if it can be done easily. So, include an order form (and of course details of
how to return it) with your letter.
•
When you receive your replies, assess your response rate and monitor the sales.
If necessary, the sales letter can then be amended to attract other clients on
subsequent mail shots; make sure each different letter is coded so that
monitoring is easy and effective.
•
Ensure that each reply is dealt with quickly and professionally. If further
details are requested, these must be sent out promptly. There is no point in
encouraging potential customers to contact you if your service is slow or
non-existent.
Questions 15-21
Complete
the sentences below.
Choose NO
MORE THAN TWO WORDS from the passage for each answer.
Write your answers in boxes 15-21 on
your answer sheet.
15.
Sales letters should be sent to the ............... in
a company.
16. Your letter should make as much ............... as possible.
17. The reader's attention needs to be caught by the ............... of
your letter.
18. Letters should be sent in a ............... .
19. It is best to print the ............... in
two or more colours.
20. Consider sending a ............... as
this is more effective than a picture.
21. You should calculate the ............... to
your letter.
Read the text below and
answer Questions
22-27.
IFCES, the
International Federation of Chemical Engineering Societies
Job
Specification: Communications Manager
Contract: Permanent (with 3-month
probationary period)
Reports to: Chief Executive
Hours: 9:15 am — 5:30 pm with 1 hour for lunch
Holidays: 23 days per annum + statutory public holidays
Job
Summary
To raise the international profile of IFCES. To communicate our objectives,
programmes and services to members, the chemical engineering community, the
media and the wider public.
Key
Responsibilities
• Develop
and implement a programme of communications to member associations, the
chemical engineering industry, sponsors and the media.
• Plan
and implement marketing strategies for all IFCES programmes including the World
Chemical Engineering Congress.
• Write
and edit copy for publications intended for internal and external use
including Chemical Engineer Monthly.
• Work
with design agencies, web developers and other external contractors to produce
high quality corporate and marketing materials.
•
Research, write and distribute news releases as required, often at short notice
and under pressure
• Deal
with media enquiries and interview requests. Ensure that good relationships
with both mainstream and chemical engineering media arc developed and
maintained.
• Assist
in the production of presentations and speeches for board members.
• Ensure
website content is up to date and consistent.
• Develop
a consistent corporate identity and ensure its application by all member
associations and partner organisations.
• Carry
our specific duties and projects as directed from time to time.
Employee
Specification
Essential
• Degree
(any discipline)
• Minimum
4 years’ experience in a communications role
•
Excellent copy writing skills with strong attention to detail, a keen sense of
audience and an ability to tailor writing to its particular purpose
•
Demonstrable track record of producing high quality corporate publications and
marketing materials
•
Excellent interpersonal and organisational skills
• Sound
IT skills, including working knowledge of Microsoft Office applications
•
Willingness to travel internationally
Desirable
•
Recognised post-graduate qualification in public relations / journalism /
marketing communications
•
Knowledge of the global chemical engineering industry and the production of new
materials in particular
•
Understanding of the concerns surrounding sustainability in chemical
engineering
•
Ability to speak a foreign language
Questions 22-27
Complete
the notes below.
Choose NO
MORE THAN TWO WORDS from the passage for each answer.
Write your answers in
boxes 22-27 on your answer sheet.
Position: Communications Manager
Summary
of role: to
improve IFCES's 22
............... around the world.
Responsibilities include:
• writing for a number of 23
..............., produced for both IFCES and a wider readership
• producing news releases quickly when necessary
• making sure the 24
............... contains current information.
Employee
specification (essential) includes:
• high level skill in writing appropriately
- for the 25
............... to read
- to achieve a specific 26 ...............
• good IT skills.
Employee specification
(desirable) includes:
• relevant qualification at a 27
............... level
• awareness of issues of sustainability in relation to the industry
• knowledge of a foreign language.
Sample 10
Read
the text below and answer Questions 15-20.
Why
you should delegate tasks to team members
Delegation helps you get more done,
helps your team members progress through learning new things and spreads the
load in the team.
When you give someone a project task to do, make sure that they have all the
information they require to actually get on and do it. That includes specifying
the date it is due, writing a clear definition of the task, providing any
resources they need to get it done or names of people you expect them to talk
to. It also means informing them of any expectations you have, such as
delivering it as a spreadsheet rather than a Word document.
If you have concerns that someone doesn’t have the skills to do a good job (or
they tell you this outright), make sure that you offer some help. It might take
longer this time but next time they will be able to do it without you, so it
will save you time in the long run.
Once
you have given the task to someone, let them get on with it. Tell them how you
expect to be kept informed, like through a report once a week. Then let them
get on with it unless you feel things are not progressing as you would like.
As a project manager, you have to retain some of the main project
responsibilities for yourself. You shouldn’t expect someone else on the project
team to do your job. Equally, don’t delegate tasks such as dull administrative
ones, just because you don’t want to do them. But remember that project
management is a leadership position so you don’t want your role to be seen as
too basic.
One way to free up your time to spend on the more strategic and leadership
parts of project management is to delegate things that are regular, like noting
whether weekly targets have been met. Could someone in your team take this on
for you? This can be a useful way of upskilling your team members to complement
any ongoing training and allowing them to gain confidence too.
So in summary, be clear, supportive, and don’t micromanage. Don’t become the
problem on your project that prevents progress just because you’re afraid to
leave people alone to get on with their jobs.
Questions 15-20
Complete the sentences below.
Choose ONE WORD ONLY from the text for each answer.
Write your answers in boxes 15-20 on your answer sheet.
15. Ensure team members are aware of any ……………… there are regarding how
the work should be presented.
16. Make sure support is made available if any ……………… exist as to the
team member’s ability to do the work.
17. Ask the team member to detail how the work is developing, for example
by providing a regular ………………
18. Don’t delegate administrative tasks simply because they are ………………
19. Managers can ask a team member to check on the achievement of ………………
at fixed intervals.
20. If you ……………… you risk delaying the whole project.
Read the text below and answer Questions 21-27.
Choosing
the right format for your CV
A
good CV should be clear, simple and easy to understand. Here are four of the
most popular CV formats and advice on when to use them:
Chronological
This is the traditional CV format and is extremely popular because it allows
employers to see all the posts you have held in order. It provides flexibility
because it works in almost all circumstances, the exception being if you have
blocks of unemployment that are difficult to account for. This type of format
is particularly useful when you have a solid and complete working history
spanning five years or more.
Functional
The functional CV is designed to describe your key skills rather than the jobs
you have done. The functional CV format is typically used by people who have
extensive gaps in their employment history, or have often changed jobs. It also
suits those who want to go in a different direction work-wise and change
industry. You might choose it if you want to highlight skills learned early in
your career, points that might get missed if a chronological format is used. It
is also appropriate if you have done little or no actual work, for example, if
you are one of the current years graduates.
Because this format is often used to cover a patchy employment history, some
interviewers may view such CVs with suspicion, so be very careful should you
choose it.
Achievement
An alternative to the functional CV is to use an achievement-based resume
highlighting key achievements in place of skills. This can help show your
suitability for a role if you lack direct experience of it.
Non-traditional
With the explosion of digital and creative industries over recent years, CV
formats have become more and more imaginative. You can present information
through graphics, which can be more visually engaging and turn out to be an
unusual but winning option. This will definitely make you stand out from the
crowd. It also demonstrates design skills and creativity in a way that a potential
employer can see and feel. However, a highly creative CV format is only really
appropriate for creative and artistic sectors, such as those involving
promoting products, though it would also work for the media too.
Questions 21-27
Complete the notes below.
Choose ONE WORD ONLY from the text for each answer.
Write your answers in boxes 21-27 on your answer sheet.
CV formats
There
are several different formats including:
Chronological
– very common
– gives 21 ……………… in most cases
– perhaps inappropriate if there are periods where 22 ………………
is not easy to explain
Functional
– appropriate for people who intend to follow a new 23 ………………
in their career
– suits recent graduates
– can create 24 ……………… in recruiters, so is
best used with caution
Achievement
– focuses mainly on what the person has achieved
– may be advisable if the person has no 25 ………………
in the area
Non-traditional
– enables use of attractive 26 ……………… to
present data
– suits applications for jobs in marketing or 27 ………………
Sample 11
Read
the text below and answer Questions 15-21.
Guide
to employees on workplace monitoring
What
is workplace monitoring?
Employers have the right to monitor your activities in many situations at work.
For example, your activities may be recorded on CCTV cameras, and your letters
may be opened and read. In addition, your employer may use an automated
software programme to check the emails you receive at work. Phone calls may be
listened to and recorded, and the log of websites you use may be checked.
All of these forms of monitoring are covered by data protection law. Data
protection law doesn’t prevent monitoring in the workplace. However, it does
set down rules about the circumstances and the way in which monitoring should
be carried out.
Before deciding whether to introduce monitoring, your employer should identify
any negative effects the monitoring may have on staff. This is called impact
assessment.
Monitoring electronic communications at work
Your employer can legally monitor your use of electronic communications in the
workplace if the monitoring relates to the business and the equipment being
monitored is provided partly or wholly for work.
Except in extremely limited circumstances, employers must take reasonable steps
to let staff know that monitoring is happening, what is being monitored and why
it is necessary.
As long as your employer sticks to these rules, they don’t need to get your
consent before they monitor your electronic communications, but only if the
monitoring is for specific reasons. These may be to establish facts which are
relevant to the business or to check standards, for example, listening in to
phone calls to assess the quality of your work. Monitoring is also allowed if
its purpose is to prevent or detect crime. It may be necessary to make sure
electronic systems are operating effectively, for example, to prevent computer
viruses entering the system. Your employer is also allowed to listen in to any
calls you make to confidential helplines, but in this case, he or she is not
allowed to record these calls.
Questions
15-21
Complete
the notes below.
Choose NO MORE THAN TWO WORDS from the text for each answer.
Write your answers in boxes 15-21 on your answer sheet.
Guide
to employees on workplace monitoring
Your
employer may monitor you at work by checking
• recordings of your activities
• your letters and (15) .......................
• your phone calls and which websites you have visited
Rules for monitoring are established by data protection law. This states that
employers must carry out a procedure that is known as (16)
....................... before introducing monitoring,
In general, monitoring is legal if
• it relates to the business
• you are using (17) ....................... intended
for work
• the worker has been informed
Monitoring may be used
• to evaluate the (18) ....................... of your
work
• to stop of find out about (19)
.......................
• to stop the possibility of (20)
....................... affecting systems
• to check calls to (21) .......................
(these cannot be recorded)
Read the text below and answer Questions 22-27.
International
Experience Canada: application process
If you want to travel and work
temporarily in Canada as part of International Experience Canada (IEC), your
first step is to become a candidate in one or more IEC pools. There are three
categories of pool: International Co-op (Internship), Working Holiday and Young
Professionals.
To apply, first use our questionnaire to see if you meet the criteria to get
into the IEC pools. This should take you about ten minutes. You can find it at
www.cic.gc.ca/ctc-vac/cometocanada.asp. After completing this, if you are
eligible you will be sent a personal reference code, which you should use to
create your online account. At the same time, you should fill in any remaining
fields in your profile with the required information, including which IEC pools
you want to be in. (Some parts will already have been completed for you.)
If you are sent an invitation to proceed with your application, you will have
10 days to decide whether to accept this or not. If you accept, click the
‘Start Application’ button. You then have 20 days to complete your application.
For International Co-op and Young Professionals categories, your employer in
Canada must pay the compliance fee and inform you of your offer of employment
number. (This does not apply to the Working Holiday pool.)
Once you have received this, you should then upload copies of police and
medical certificates, if required. If you do not have these, you should upload
proof that you have applied for them. You should then pay your participation
fee of C$126 online by credit card. (There is an additional payment of C$100 if
you are applying for the Working Holiday category.)
Your application will then be assessed. You can apply to withdraw at this stage
and will be given a refund if you do this within 56 days. If your application
is successful, you will receive a letter of introduction which you can show to
Immigration when you enter Canada.
Questions
22-27
Complete
the flow-chart below.
Choose ONE WORD AND/OR A NUMBER ONLY from the text for each
answer.
Write
your answers in boxes 22-27 on your answer sheet.
Applying
to International Experience Canada
Fill
in the online 22 ....................... to get a personal
reference code.
↓
Create your 23 ......................., and provide the
necessary information for the profile in your application.
↓
If sent an invitation, you must accept this within 24 .......................
. You then have a limited time to 25 .......................
the application.
↓
Your 26 ....................... is required to send you an
offer of employment number.
↓
Upload copies of any necessary certificates or proof of application.
↓
Make the payment for participation online. You may receive a 27 .......................
later if you change your mind.
↓
If successful, you will receive a letter of introduction to be shown at
Immigration.
