0 What error does Ruth Cornish say interviewees will find difficult to overcome in an online interview? 1 According to Cornish, what behaviour does she typically notice during interviews with unprepared candidates? 2 What does John Lees say good eye contact helps to facilitate in an online interview? 3 What does a candidate’s cluttered background signal to interviewers? 4 What do candidates need to consider when deciding what to wear for an online interview? 5 According to Cornish, how shouldn’t candidates act during a screen-based interview? 6 What does Cornish say candidates shouldn’t do if they experience issues with technology? 7 What do candidates who deal with unexpected problems efficiently reveal to interviewers? 8 What does Cornish warn could happen if a candidate appears too eager at an interview? arriving early or late Read the article about empathy in company culture. First decide whether the statements (1–8) are true (T) or false (F) and put a cross ( ) in the correct box. Then identify the sentence in the text which supports your decision. Write the first four words of this sentence in the space provided. There may be more than one correct answer; write down only one. The first one (0) has been done for you. TASK 3 Empathy in company culture In 2017 Tim Cook warned MIT graduates, “People will try to convince you that you should keep empathy out of your career. Don’t accept this false premise.”The Apple CEO isn’t alone in recognising the importance of empathy – the ability to share and understand others’ emotions – at work. At the time of his speech, 20% of U.S. employers offered empathy training for managers. In a recent survey of 150 CEOs, over 80% recognized empathy as key to success. Research demonstrates that Cook is on to something. Empathic workplaces tend to enjoy stronger collaboration, less stress, and greater morale, and their employees recover more quickly from difficult moments such as redundancies. Despite this, many leaders struggle to make caring part of their organisational culture. Imagine a company whose culture is defined by aggression and competition. The CEO realises this, so he or she suddenly reveals that empathy is a new corporate value. It’s a well-intentioned move, but this has shifted the goal posts. One might hope employees will be eager to take this on, but evidence suggests the opposite.When typical social behaviours otherwise known as ‘norms’ and ideals conflict with each other, people are drawn towards what others do, not what they’re told to do.What’s worse, people who are attached to the previous culture might feel betrayed or see leadership as having higher standards than is the case. Thankfully, there’s a way to work with the power of social conventions instead of against them, and consequently change work cultures. People conform not just to others’ bad behaviours, but also believe in and follow kind and productive behaviours. For instance, after seeing people vote, conserve energy, or donate to charity, people are more likely to do so themselves. 181 E Preparing for final exams Nur zu Prüfzwecken – Eigentum des Verlags öbv
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