跟读练习: Cambridge 17 listening test 4 part 2 - 通过视频学习英语口语
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Questions 11 to 14.
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Now listen and answer questions 11 to 14.
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As many of you here today have worked in the hotel industry for some time,
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I'm sure you have experienced the problem of high staff turnover in your hotels.
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Every hotel relies on having loyal and experienced members of staff who make sure that everything runs smoothly.
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If staff are constantly changing, it can make life difficult for everyone.
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But why do staff leave frequently in many hotels?
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Of course, many hotel jobs, such as cleaning, are low-skilled and are not well-paid.
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A lot of managers think it's this and the long hours that are the main causes of high staff turnover.
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But what they don't realise is that it's the lack of training in many hotel jobs which is a huge factor.
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So what kind of problems does a high turnover of staff cause?
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Well, having to recruit new staff all the time can be very time-consuming,
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and managers may have to cover some duties while waiting for new staff to arrive.
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This means they don't have time to think about less immediate problems, such as how to improve their service.
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When staff leave, it can also severely affect the colleagues they leave behind.
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It has a negative effect on remaining staff, who may start to feel that they too should be thinking about leaving.
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So what can be done to change this situation?
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Firstly, managers should stop making basic errors which leave their staff feeling upset and resentful.
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When organizing shifts, for example, make sure you never give certain staff preferential treatment.
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All staff should be given some choice about when they work, and everyone should have to work some evening and weekend shifts.
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If you treat staff fairly, they'll be more likely to step in and help when extra staff are needed.
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Keeping staff happy has other tangible benefits for the business.
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Take the Dunwich Hotel as an example.
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It had been experiencing a problem with staff complaints, and in order to deal with this,
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invested in staff training and improved staff conditions.
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Not only did the level of complaints fall,
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but they also noticed a significant increase in the amount each customer spent during their stay.
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They have now introduced a customer loyalty scheme, which is going really well.
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Before you hear the rest of the conversation, you have some time to look at questions 15 to 20.
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Now listen and answer questions 15 to 20.
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Now I'd like to look at some ways you can reduce staff turnover in your hotels,
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and I'll do this by giving some examples of hotels where I've done some training recently.
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The Sun Club received feedback which showed that staff thought managers didn't value their opinions.
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They weren't made to feel they were partners who were contributing to the success of the business as a whole.
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This situation has changed.
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Junior staff, at all levels, are regularly invited to meetings where their ideas are welcomed.
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A year ago, the Portland recognised the need to invest in staff retention.
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Their first step was to introduce a scheme for recognising talent amongst their employees.
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The hope is that organising training for individuals with management potential will encourage them to stay with the business.
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At Blue Water, managers decided to recognise 50 high achievers from across the company's huge hotel chain.
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As a reward, they're sent on an all-expenses-paid trip abroad every year.
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Fun is an important element in the trips, but there's also the opportunity to learn something useful.
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This year's trip included a visit to a brewery, where staff learned about the new beer that would be served in the hotel.
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Pentlo hotels identified that retention of junior reception staff was an issue.
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In order to encourage them to see that working in a hotel could be worthwhile and rewarding with good prospects,
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they introduced a management programme.
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These staff were given additional responsibilities and a chance to work in various roles in the hotel.
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Young Planet wanted to be seen as a caring employer.
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To make life easier for staff, many of whom had childcare responsibilities,
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the hotel began issuing vouchers to help cover the cost of childcare.
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Louise Marsh at the Amesbury has one of the best staff retention rates in the business.
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Since she joined the company, she's made a huge effort to achieve this by creating a cooperative and supportive environment.
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For her, the staff are part of a large family where everyone is valued.
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Okay, now I'd like to move...
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That is the end of part two.
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You now have half a minute to check your answers.
关于本课程
在本节课程中，您将练习通过听力和跟读的方法来提高英语口语技能。视频讨论了酒店业员工高流动率的问题，分析了导致这一现象的原因以及可能的解决方案。在观看视频的过程中，您将学习到如何高效管理团队，同时也能掌握一些与酒店管理相关的专业词汇。
关键词汇与短语
- 员工流动率 (Staff turnover)
- 培训 (Training)
- 管理 (Management)
- 员工满意度 (Employee satisfaction)
- 团队合作 (Team collaboration)
- 忠诚计划 (Loyalty scheme)
- 人力资源 (Human resources)
- 反馈 (Feedback)
练习技巧
为了最大程度地提高您的听说能力，建议您在观看和跟读这段视频时采取“影子跟读”的方法。视频中讲者的语速适中，非常适合进行英语影子跟读练习。您可以尝试以下步骤：
- 逐句模仿：每听完一句后，暂停视频并重复该句，尽量准确捕捉语调和发音。
- 调整音量：如果觉得语速过快，可以适当降低音量，通过更清晰的音质反复听取。
- 记录新词：在练习过程中，记下您不熟悉的单词或者短语，研究它们的用法，增加自己的词汇量。
- 查找背景信息：为更好地理解内容，您可以查阅一些关于酒店行业的相关资料，帮助您在讨论时提出更全面的观点。
- 定期练习：建议设定每周至少一次的练习时间，充分利用这个shadowing site的资源，通过重复和实践来巩固学习效果。
通过这一系列的练习，您将能够在实际对话中更加自信地表达自己的观点，从而有效提升您的英语口语能力。记得经常看YouTube学英语，不断挑战自己，才能取得更好的进步。
什么是跟读法？
跟读法 (Shadowing) 是一种有科学依据的语言学习技巧，最初开发用于专业口译员的培训，并由多语言者Alexander Arguelles博士普及。这个方法简单而强大：您在听英语母语原声的同时立即大声重复——就像是一个延迟1-2秒紧跟说话者的影子。与被动听力或语法练习不同，跟读法强迫您的大脑和口腔肌肉同时处理并模仿真实的讲话模式。研究表明它能显着提高发音准确性，语调，节奏，连读，听力理解和口语流利度——使其成为雅思口语备考和真实英语交流最有效的方法之一。