______ the job, employers don't want to hire people who are difficult to get along
A: Despite of
B; Regardless
C; Regardless of
A: Despite of
B; Regardless
C; Regardless of
A foreign graduate student who applies for immigrant status must have ______.
A.a U.S. employer's sponsorship.
B.financial capital to create ten jobs.
C.a job in an American company.
D.the help of an immigration lawyer.
What is mentioned about the fitness center?
A.There are brochures available
B.Full time employees join for free
C.It opens 24 hours a day
D.It is located on the ground floor
A.good or poor behavior
B.productivity
C.knowledge
D.quality
What is the relationship between the two men?
A.Business partner
B.Colleagues
C.Boss and employee
D.Close friends
What is the purpose of placing desks as near to windows as possible?
In this way, all employees can take advantage of a certain amount of _________________________________.
Why did Paula get awarded?
A.Because she made great efforts.
B.Because she launched the employment website.
C.Because she did her best to reduce the pressure on society.
According to paragraph 2 and 3,______.
A.people should be prepared to admit that being employed is not the only kind of work
B.people should set up smaller private enterprises so that they in turn can employ others
C.universal employment guaranteed prosperity
D.patterns of work were fundamentally unchanged despite the arrival of the industrial age
在考生文件夹下有工资数据库wage3,包括数据表文件:zg(仓库号C(4),职工号C(4),工资N(4))。设计一个名为tj的菜单,菜单中有两个菜单项“统计”和“退出”。
程序运行时,单击“统计”菜单项应完成下列操作:检索出工资小于或等于本仓库职工平均工资的职工信息,并将这些职工信息按照仓库号升序,在仓库号相同的情况下再按职工号升序存放到empl(empl为自由表)文件中,该数据表文件和zg数据表文件具有相同的结构。
单击“退出”菜单项,程序终止运行。
(注意:相关数据表文件存在于考生文件夹下)
在考生文件夹下有王资数据库WAGE3,包括数据表文件:ZG(仓库号C(4),职工号C(4),工资N(4))
设计一个名为TJ3的菜单,菜单中有两个菜单项“统计”和“退出”。
程序运行时,单击“统计”菜单项应完成下列操作:检索出工资低于本仓库职工平均工资的职工信息,并将这些职工信息按照仓库号升序。在仓库号相同的情况下再按职工号升序存放到EMPl文件中,该数据表文件和ZC数据表文件具有相同的结构。
单击“退出”菜单项,程序终止运行。
(注:相关数据表文件存在于考生文件英下)
How Do You See Diversity?
As a manager, Tiffany is responsible for interviewing applicants for some of the positions with her company. During one interview, she noticed that the candidate never made direct eye contact. She was puzzled and somewhat disappointed because she liked the individual otherwise.
He had a perfect resume and gave good responses to her questions, but the fact that he never looked her in the eye said "untrustworthy," so she decided to offer the job to her second choice.
"It wasn't until attended a diversity workshop that I realized the person we passed over was the perfect person," Tiffany confesses. What she hadn't known at the time of the interview was that the candidate's "different" behavior. was simply a cultural misunderstanding. He was an Asian-American raised in a household where respect for those in authority was shown by averting(避开)your eyes.
"I was just thrown off by the lack of eye contact; not realizing it was cultural," Tiffany says. "I missed out, but will not miss that opportunity again. "
Many of us have had similar encounters with behaviors we perceive as different. As the world becomes smaller and our workplaces more diverse, it is becoming essential to expand our understanding of others and to reexamine some of our false assumptions.
Hire Advantage
At a time when hiring qualified people is becoming more difficult, employers who can eliminate invalid biases(偏见)from the process have a distinct advantage. My company, Mindsets LLC, helps organizations and individuals see their own blind spots. A real estate recruiter we worked with illustrates the positive difference such training can make.
"During my Mindsets coaching session, I was taught how to recruit a diversified workforce. I recruited people from different cultures and skill sets. The agents were able to utilize their full potential and experiences to build up the company. When the real estate market began to change, it was because we had a diverse agent pool that we were able to stay in the real estate market much longer than others in the same profession. "
Blinded by Gender
Dale is an account executive who attended one of my workshops on supervising a diverse workforce. "Through one of the sessions, I discovered my personal bias," he recalls. "I learned I had not been looking at a person as a whole person, and being open to differences. " In his case, the blindness was not about culture but rather gender.
"I had a management position open in my department} and the two finalists were a man and a woman. Had I not attended this workshop, I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel. My reasoning would have been that even though both candidates were great and could have been successful in the position, I assumed the woman would have wanted to be home with her children and not travel. " Dale's assumptions are another example of the well-intentioned but incorrect thinking that limits an organization's ability to tap into the full potential of a diverse workforce.
"I learned from the class that instead of imposing my gender biases into the situation, I needed to present the full range of duties, responsibilities and expectations to all candidates and allow them to make an informed decision." Dale credits the workshop, "because it helped me make decisions based on fairness."
Year of the Know-It-All
Doug is another supervisor who attended one of my workshops. He recalls a major lesson learned from his own employee.
"One of my most embarrassing moments was when I had a Chinese-American empl
A.He just wouldn't look her in the eyes.
B.He was slow in answering her questions.
C.His resume didn't provide the necessary information.
D.His answers to some of her questions were irrelevant.
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