跟讀練習: HR Basics: Employee Recognition - 通過影片學習英語口語
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98 句
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HR Basics is a series of short courses designed to highlight
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what you need to know about a particular human resource management topic.
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In today's HR Basics, we explore employee recognition, exploring why it's important, and how to design and manage effective programs.
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Recognition is about reinforcement of employee actions, efforts, behavior, or performance that supports organizational strategy.
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Recognition acknowledges or gives special attention to employee actions,
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efforts, or behavior and performance that supports organizational strategy by reinforcing certain behaviors,
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like extraordinary accomplishments, that contribute to organizational success.
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These programs can be either formal or informal.
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Employee recognition continues to be top of mind as employers use
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their Total Rewards Toolkit to differentiate themselves as an employer of choice and solve a variety of business challenges.
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Variety is key to recognition.
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Organizations have different needs.
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Some need to increase retention in a specific business unit or type of job, while others need to support innovative thinking.
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One organization may find that recognition will help it to address a very specific individual performance issue,
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while another may determine that an overall culture of recognition will be better to contribute to organizational success.
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And yet another company may seek to accomplish all of the above by offering a full palette of recognition opportunities.
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What's common among all organization is the challenge to satisfy a variety of intrinsic and extrinsic employee needs in order to attract,
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motivate, and retain a talented, productive workforce, which is likely to be a key to business success.
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Recognition programs can be the key to motivating employees and driving organizational results according to a new survey, Trends in Employee Recognition, by World at Work.
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Employee recognition programs remain an important component in the Total Rewards Toolkit,
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with 89 % of organizations having programs in place and with 67 % of organizations offering between 3 and 6 different programs,
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with 4 .6 as the average number.
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The average number of programs appears to be trending upward to the 2011 level after dipping to 3 .9 in 2013.
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According to the 2015 report, the top five recognition programs have remained the same since 2013,
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including length of service at 87%, above and beyond performance at 76%, programs to motivate specific behaviors at 51%,
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peer -to -peer recognition at 48%, and finally retirement at 34%.
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Let's take a look at the design and management of effective recognition programs.
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Design refers to a plan or protocol for carrying out or accomplishing employee recognition.
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Planning is used in recognition to ensure motivation, engagement, and retention of high -performing employees.
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Using this planning process, you can develop core elements of a recognition plan.
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Strategy is an extension of an organization's mission, a bridge between the organization and its environment.
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Goals are a statement of desired outcome towards which effort is directed to realize your recognition plan.
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And finally, actions are the most important things that can be done to reach stated goals.
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Employees not only want good pay and benefits, they also want to be treated fairly, to make a substantial contribution to the organization through their work,
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and to be valued and appreciated for their efforts.
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To show appreciation, many employers implement ongoing recognition programs designed to thank employees for a variety of achievements.
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Among the most common programs are those that recognize length of service, exemplary, one -time achievement, and noteworthy performance over a period of time.
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Although organizations typically recognize employees' length of service milestones and instances of strong individual or team performance,
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many organizations are beginning to focus on other, less traditional areas of recognition.
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Among them are the following, the ability to manage or champion change and innovation, systems improvement, customer retention, significant development,
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and actions that embody the organization's core values.
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Some employees may not be as motivated as others by an organization's incentives,
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so organizations should offer a variety of incentives and recognition opportunities to meet various employee needs.
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For recognition programs to be effective, it should meet several criteria.
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The program should be well -funded, aligned with organizational goals, appropriate for employees' achievement and timely.
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Recognition programs need to be well -funded.
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The key to success for a recognition program is management's commitment of resources.
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During the budgeting process for the year ahead, the organization should earmark funds for the program and establish methods for distributing those funds.
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Managers must dedicate the resources, including the time it takes to plan and execute a program, and must enable employees and supervisors to run the program.
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Through this process, managers can see the distribution is fair
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and equitable and the money that's allocated is immediately available to fund programs once it's announced to employees.
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Programs need to be aligned with goals and values.
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Recognition programs are most successful when they're aligned with the organization's mission, vision, values, and goals.
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Employees can tell if there is, or if there is not, a clear connection between what management says is important and what actually is.
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Programs need to be appropriate.
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Employees must understand the rationale for recognition programs and should be convinced
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that the awards are in line with the achievement and the degree of effort that they represent.
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A recognition system will falter if employee feels that their works is trivialized
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or even insulted by inconsequential incentives or insincere gestures of appreciation.
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Awards should be consistent with the employee's achievement and meaningful to the person receiving it.
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Finally, programs need to be timely.
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The reward
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or recognition should be delivered as close as possible to the
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time of the desired behavior to strengthen the link between the employee's action and the result of the organization.
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Management is about getting employee recognition done right through planning, organizing, leading, and controlling.
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The entire recognition process should be managed with a minimum of administrative effort.
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A system that requires excessive management control,
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complex financial calculations, or exceptional employee efforts to be understood will not likely achieve its desired results.
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Employers should provide a clear, written policy and guidelines describing the recognition program and its terms including employee eligibility requirements,
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the approval process, the types of awards that will be provided, the frequency of award presentations, the performance goals that will be measured,
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and the threshold for awards.
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Recognition programs must be monitored continually for relevance.
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Employers should consider asking the following questions when evaluating their programs.
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Are the program's awards fair and appropriate?
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Are the program's objectives being met?
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Are there appropriate levels of communication?
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Do employees find the program meaningful?
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And what should be done differently?
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Few managers are naturals in carrying out employee recognition and awards programs.
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Most need to acquire skills related to recognizing employee contributions and giving effective feedback and praise.
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All managers should be trained to do the following.
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Help employees understand the impact their performance has on the organization.
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Explain how the program works and how employees can achieve recognition.
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Learn ways to motivate and inspire others.
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Learn how to communicate needs, expectations, and goals clearly.
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And finally, deliver appreciation and praise in a sincere and timely manner for maximum results.
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An employee recognition program should include a means of measuring the value it creates.
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Few organizations track the return on investment of their employee engagement or recognition programs.
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Those that do such tracking, however, generally use employee retention levels, overall financial results, and employee productivity levels.
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Programs should also be monitored continuously to keep them relevant and current.
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Among the questions that can help determine the program's effectiveness are the following.
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Are the rewards adequate, fair, competitive, and appropriate?
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Have the program's objectives been met?
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Do the programs have appropriate levels of communication?
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Do employees find the program meaningful, and what changes should be made?
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When employees and their work are valued, their satisfaction and productivity rises and they are motivated to maintain or improve their good work.
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Praise and recognition are essential to an outstanding workplace.
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People want to be respected and valued by others for their contribution.
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本課的詞彙與口語要點
這節口語課以影片“HR Basics: Employee Recognition”為素材。 影片中反覆出現的詞有：recognition, program, employee, organization, performance。 這段影片共有 98 個句子、1305 個單詞可供跟讀。 講話部分時長為 9:19。 說話人語速平穩，每分鐘約 140 個詞，很適合跟讀。 只有 81% 的單詞屬於英語最常用的 3,000 詞，詞彙難度較高。
影片中的重點詞彙
影片中 15 個值得學習的單詞，附發音和釋義：
| 單詞 | 發音 | 釋義 |
|---|---|---|
| recognition 名詞 | /ˌɹɛkəɡˈnɪʃ(ə)n/ | 認出 /認出 |
| organizational 形容詞 | /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/ | 組織的 /組織的 |
| motivate 動詞 | /ˈmoʊ.tɪ.veɪt/ | 激發 |
| achievement 名詞 | /əˈt͡ʃiːv.mənt/ | 成就, 成果 |
| employer 名詞 | /ɪmˈplɔɪə/ | 僱主, 老闆 |
| reward 名詞 | /ɹɪˈwɔɹd/ | 報酬 /報酬, 獎勵 /獎勵 |
| retention 名詞 | /ɹɪˈtɛnʃən/ | 留用 |
| resource 名詞 | /ɹɪˈzɔːs/ | 資源 /資源 |
| contribution 名詞 | /ˌkɑntɹɪˈbjuʃən/ | 貢獻 /貢獻 |
| praise 動詞 | /pɹeɪz/ | 讚揚 /讚揚, 稱讚 /稱讚 |
| meaningful 形容詞 | /ˈmiː.nɪŋ.fl̩/ | 有意義 /有意義 |
| incentive 名詞 | /ɪnˈsɛntɪv/ | 刺激, 誘因 /誘因 |
| timely 形容詞 | /ˈtaɪm.li/ | 及時 /及時, 適時 /適時 |
| align 動詞 | /əˈlaɪn/ | 對齊 /對齊 |
| monitor 名詞 | /ˈmɑ.nɪ.tɚ/ | 顯示器 /顯示器 |
影片中出現的短語動詞
| 單詞 | 發音 | 釋義 |
|---|---|---|
| carry out 動詞 | /ˈkæ.ɹi aʊt/ | 進行 /進行 |
值得反覆跟讀的句子
影片中簡短而完整的句子，可以直接用在日常對話裡：
- Are the program's awards fair and appropriate?
- Are the program's objectives being met?
- Have the program's objectives been met?
需要注意的發音
- “th” 音: strengthen /ˈstɹɛŋ(k)θən/, threshold /ˈθɹɛʃ(h)oʊld/, noteworthy /ˈnəʊtˌwɜːði/
- “sh” 和 “zh” 音: recognition /ˌɹɛkəɡˈnɪʃ(ə)n/, organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, retention /ɹɪˈtɛnʃən/, contribution /ˌkɑntɹɪˈbjuʃən/, appreciation /əˌpɹiː.ʃiˈeɪ.ʃən/
- 長單詞——注意重音位置: recognition /ˌɹɛkəɡˈnɪʃ(ə)n/, organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, contribution /ˌkɑntɹɪˈbjuʃən/, appreciation /əˌpɹiː.ʃiˈeɪ.ʃən/, productivity /ˌpɹɒdʌkˈtɪvəti/
中文母語者容易讀錯的音：
- /v/ — 不要讀成 /w/，上齒輕觸下唇: motivate /ˈmoʊ.tɪ.veɪt/, achievement /əˈt͡ʃiːv.mənt/, incentive /ɪnˈsɛntɪv/, objective /ɒbˈd͡ʒɛk.tɪv/, productivity /ˌpɹɒdʌkˈtɪvəti/
- 詞尾子音 — 要讀清楚，後面不要加母音: motivate /ˈmoʊ.tɪ.veɪt/, achievement /əˈt͡ʃiːv.mənt/, reward /ɹɪˈwɔɹd/, resource /ɹɪˈzɔːs/, praise /pɹeɪz/
- /r/ 和 /l/ 的區別: organizational /ˌɔː(ɹ)ɡənɪˈzeɪʃənəl/, explore /ɪkˈsploɹ/, formal /ˈfɔɹməl/, differently /ˈdɪf.ə.ɹənt.li/, protocol /ˈpɹoʊtəˌkɑl/
如何用這段影片練習
- 先完整聽一遍影片，不要開口，記下不認識的單詞。
- 用正常速度逐句跟讀，每句重複到你的節奏與說話人一致為止。
- 錄下自己的聲音並與原聲對比，特別注意 recognition, organizational, motivate 這類單詞。
什麼是跟讀法？
跟讀法 (Shadowing) 是一種有科學依據的語言學習技巧，最初開發用於專業口譯員的培訓，並由多語言者Alexander Arguelles博士普及。這個方法簡單而強大：您在聽英語母語原聲的同時立即大聲重複——就像是一個延遲1-2秒緊跟說話者的影子。與被動聽力或語法練習不同，跟讀法強迫您的大腦和口腔肌肉同時處理並模模擬實的講話模式。研究表明它能顯著提高發音準確性，語調，節奏，連讀，聽力理解和口語流利度——使其成為雅思口語備考和真實英語交流最有效的方法之一。