1 . I started participating in student journalism when I was in high school. And when I started, I really just saw my articles as more fun versions of the academic essays I was writing every day in class. It wasn’t really until an article I wrote in March 2020, that I really understood the power of expressing my voice through journalism, and the unique appeal and responsibility of being both a student and a journalist.
Most of the things reported on in student publications directly or indirectly affect the journalists writing about them. This differs from mainstream publications (刊物), who often have the privilege (特权) to objectively cover things that they have no connection with. Student journalists, on the other hand, often find themselves trying to put on a different “hat” when it comes to reporting, but in my eyes part of the magic of being a student journalist is that despite putting on a different “hat”, it’s still the same you.
We know what is important to report on because we are constantly surrounded by the student voice. An Irish Times or Independent reporter would never know about the burden of high rents, or why so many campus spaces are not accessible, or feel the fears of examination changes in light of artificial intelligence. Students know what students care about, and what issues aren’t getting the attention they deserve.
I’ve always been drawn to comment articles, particularly because it’s a place I feel my voice holds a special significance, and one where my words and my articles come together to represent me. Opinion pieces are unique, in that they are the only article format that doesn’t have to be entirely objective. I, and many other comment writers I chat to, find this freeing. It’s a relaxing experience to work out an important issue from your own viewpoint and even with your own frustration (挫败、失意) or praise, and it feels especially personal.
We need to protect student journalists, but we also need to expand the field we can cover in student journalism. The student voice is powerful because it is diverse, and it’s critical to reflect their voice. The press also has an important role in defending itself. Freedom of information is one of the most sacred (神圣的) things we have, and one that we as students need to protect.
1. How are student journalists different from the mainstream publications?| A．They can hardly identify issues relevant to peers. |
| B．They have an objective viewpoint on the issues. |
| C．They report on issues directly affecting them. |
| D．They prioritize objectivity over other things |
| A．student voice may always lead us to making unfair judgments |
| B．student reporters can keep their individuality when playing various roles |
| C．student articles offer an entertaining twist on traditional academic essays |
| D．student journalists should focus on the topics within their professional fields |
| A．inform readers of the high rents |
| B．attach importance to student voice |
| C．praise mainstream media for their efforts |
| D．bring up the topic of artificial intelligence |
| A．Freedom of speech and the press |
| B．The importance of student journalism |
| C．The responsibility of mainstream media |
| D．Embracing the diversity of student voice |
The Waterslide Tester
When the pool where he worked as a lifeguard was closed during the COVID-19 pandemic, Guillaume Pop took jobs at various other pools that were virtually deserted. In one video on the social platform, he pretended to be a “professional waterslide tester”. Unexpectedly, Pop became a social media sensation. He was then hired to “test” slides and other facilities at water parks and swimming pools all over France. “It’s the best job in the world,” declares Pop, whose videos have received 80 million views. “I’m not behind a desk. I’m active and outside in the sun. In fact, all the children tell me they want to be a waterslide tester!”
The Reindeer HerderFinnish Lapland is home to around 200,000 wild reindeer. Anne Ollila, one of the 4,000 owners of these animals, works in this harsh but beautiful region with her big family. She gave up her job as a sociology researcher in 2010 to devote herself to reindeer herding full time. In summer, Ollila sleeps during the day and walks up to 12 miles a night through marsh and forest, enduring all kinds of insects. In deepest winter there is little daylight. Grasslands are frozen and the reindeer move into the forest for protection. “Life here isn’t easy but it’s how nature works,” says Ollila, “I love the environment, the animals and the freedom. Also, I have a sense of belonging to something bigger than me, to the chain of life through the generations.”
The Zombie TrainerStevie Douglas, a 52-year-old Scot, has taught people how to behave like all varieties of the undead. A big fan of horror movies, Douglas noticed the zombies he saw in films were often unconvincing. “Their movement was poor and I thought I could do better.” So, in 2012, he formed ScareScotland to provide zombies for films and events such as horror conventions. A year later they started a zombie training program, which took off when they received a request for 300 zombies for a three-week-long interactive production. “What we do is very specific.” says Douglas. Many people enjoy being frightened, and he’s happy to oblige them.
1. What do the three people introduced in the passage above have in common?| A．Their jobs are dangerous, unstable and low-paid. |
| B．Their jobs are well received throughout the world. |
| C．They have great passion and pride in what they do. |
| D．They need professional qualifications to do their job. |
| A．It has a sense of freedom. | B．It is full of vigor and energy. |
| C．It is what he has been doing for decades. | D．It satisfies people’s wishes to be frightened. |
| A．Employees who are considering switching jobs. |
| B．Students who are applying for ideal universities. |
| C．Children who are interested in unusual activities. |
| D．Graduates who are deciding on their essay topics. |
3 . At first the question was how quickly people would get back to the office. Then it was whether they would ever return. The last three years has introduced in a major change in white-collar working patterns. The office is not dead but many professionals have settled into a hybrid (混合的) arrangement of some office days and some remote days.
Hybrid working has much to recommend: flexibility for employees, periods of concentration at home, bursts of cooperation in the office. A new paper from Harvard Business School describes an experiment in which workers at BRAC, a non-profit organisation in Britain, were randomly assigned to three groups, each spending different amounts of time working from home. The intermediate (中等的) group, who spent between 23% and 40% of their time in the office, performed best on various performance measures.
But a shift on this large scale is bound to raise tricky issues. In workplaces that have moved to hybrid work, there are still plenty of open questions. One is how to handle the impact of less time in the office for new joiners and younger workers. Research by Emma Harrington of the University of Iowa shows that software engineers receive more feedback on their code when the team sits next to each other in the office, especially new engineers. According to Nicholas Bloom of Stanford University, making new employees spend more time in the office can be a good way of integrating them into company culture and improving their competence. And these younger employees were most likely to quit when everyone was forced to go remote.
A second question concerns how strictly to enforce attendance on days when teams are meant to be in the office. An agreement holds that there should be agreed “anchor days” on which all the people come to work in the office; since the idea is to spend time together, as many people as possible should be there. But one person on the team might have moved somewhere else; someone else might have asked to stay home to let the repairer in. In practice, therefore, hybrid working still often means a mixture of people on screen and people in the office.
Other questions exist. How to define performance measures so managers do not spend time worrying about lazy workers at home? Do you require company-wide anchor days or team-level ones? The era of hybrid working is only just beginning, so it will take time for answers to emerge. But if there is a message from this first full year of hybrid working, it is that flexibility does not mean a free-for-all.
1. How can in-office work help new employees?| A．Giving them more feedback from senior employees. |
| B．Getting them to catch up with the work schedule. |
| C．Saving them the cost of staying at home. |
| D．Helping them feel part of the company. |
| A．Young workers prefer working on screen. |
| B．Engineers object to the idea of anchor days. |
| C．Office workers can’t take a day off as expected. |
| D．Employees have various private matters to address. |
| A．It is necessary to grant employees full autonomous rights. |
| B．Employers should go with the flow because new questions will emerge. |
| C．Allowing flexibility in work arrangements does not mean having no rules. |
| D．It is no easy job to arrange either company-wide or team-level anchor days. |
| A．Hybrid working is outdated after workers’ return. |
| B．There are some open questions of hybrid working. |
| C．A shift of working patterns calls for hybrid working. |
| D．Fixed restrictions should be applied to hybrid working. |
4 . 
Take Off with Historic Hiring Growth
A message from Kate Gebo
Welcome aboard!
We are so happy to have you fly with us. I’m sure you’ve thought about United as a way to travel, and with over 95,000 employees and growing, our company is also the center for rewarding careers.
I could not be prouder to lead Human Resources at United during this exciting time for our company, while we’re building the biggest and best airline in the history of aviation. Earlier this year, we announced that we are on track to hire at least 15,000 new employees by the end of this year.
When people think of career opportunities at United, they often think of being a pilot or flight attendant. In reality, our organization has a wide variety of roles in addition to our fantastic pilots and flight attendants, with jobs and functions to keep our airports running and our planes flying.
Whether it’s for operational roles, such as ramp service employees, customer service representatives, and aircraft technicians, or for corporate roles in human resources, digital technology, and social media, we’re hiring across every function of the airline, seeking strong talent that will take us to new heights.
A role at United is not just a job; it’s a career. Many of our employees have taken on new roles in different departments throughout their tenure (聘用期), which we support to develop and invest in our workforce. In the past seven years, more than 1,500 frontline employees were promoted to management roles, and 78 % of our senior leaders were promoted internally.
Beyond the traditional career paths, we’re proud to create new paths to help our talent pipelines fulfill some of the industry’s most critical job functions. Aviate, our pilot career development program, offers aspiring and established pilots a path to the United flight deck. Calibrate is our full-time, paid apprenticeship program for those wanting to go into aircraft maintenance and other technical operational roles. Our newly launched Innovate program helps provide the skills and experiences needed to succeed in a technology career at United.
We’re hiring from coast to coast, at our seven major hubs and across a broad range of positions. If you’re ready to join me and 95,000 of the industry’s best and brightest at United, I encourage you to visit careers.united.com today to see what opportunities await you. Your career is cleared for takeoff.
United with you,
Kate Gebo
Executive Vice President,
Human Resources and Labor Relations
1. What is the main purpose of this passage?| A．Guarantee to provide first-class customer service. |
| B．Promote frontline employees to management roles. |
| C．Introduce jobs available in some departments of United. |
| D．Advertise for United to enroll pilots and flight attendants. |
| A．Visit careers.united.com, and you can see positions available. |
| B．Employees at United can change their jobs with interest. |
| C．Employees have to keep their positions throughout their tenure. |
| D．The United is making efforts to be the biggest and best airline. |
| A．The full-time, paid apprenticeship program. | B．The traditional United career path. |
| C．The newly launched Innovate program. | D．The new paths for talent pipelines. |
5 . What kind of dinosaur are you? If you answered Tyrannosaurus rex, then the bad news is that you probably won’t get the job you’re applying for.
Welcome to the strange world of extreme interviewing, the latest trend in which interviewers throw bizarre questions at candidates to see how they react.
It may seem like a game, but extreme interviewing is deadly serious. The idea is to see how quickly job seekers think on their feet and, at a time when 25 percent of recent graduates are unemployed, it offers employers a new way of separating the brilliant candidates from the merely very good.
This new approach to selecting candidates comes from Silicon Valley in California. One of the early pioneers of extreme interviewing was Steve Jobs, co-founder of Apple, who could be famously cruel with job seekers. Faced once with a candidate he considered boring, Jobs suddenly pretended to be a chicken, flapping his arms and making clucking noises around the unfortunate applicant, waiting to see what he would do. In fact, the secret to extreme interviewing is neither in the question nor the answer. It is in the candidate’s reaction.
David Moyle, a headhunter with the recruitment agency Eximius Group, who admits to using the dinosaur question selecting candidates, said: “Essentially, that kind of interviewing is used by us to give someone an opportunity to show they are smart.”
“Most candidates actually get something out of it, it’s not about trying to crush them. We are trying to give them an opportunity to show their personality, rather than just showing how they perform in an interview.”
Of course, getting the job is just the start. In the modern business world, survival will depend on what kind of dinosaur you really are.
1. The word “bizarre” in paragraph 2 is closet in meaning to ______.| A．common | B．unusual | C．instinctive | D．dishonest |
| A．They can attract more graduates to apply in this way. |
| B．They can learn to answer job seekers properly in this way. |
| C．They can find the most outstanding applicants in this way. |
| D．They can avoid being cruel to the interviewees in this way. |
| A．Their past experience. | B．Their job performance. |
| C．Their interview skills. | D．Their real personality. |
6 . Virtual (虚拟) Teams
Virtual teams are a great way to enable teamwork in situations where people are not sitting in the same office at the same time. Such teams are now widely used by companies and organizations to cut business costs. This is particularly so for businesses that use virtual teams to build global presence, or need less common skills or knowledge from people who are unwilling to travel.
Virtual teams are governed by the same basic principles as traditional teams.
Not everyone can perform well in a virtual team environment.
Managers of virtual teams need to pay much more attention to having clear goals, performance standards, and communication rules. People have various assumptions on what to expect from each other.
One of the biggest challenges of virtual teams is building trust between the team members. Trust is important for unblocking communication between members and increasing motivation of each person in the team. The issue of trust needs special attention at any stage of team existence.
| A．Yet, there is one significant difference. |
| B．Not every type of project is suitable for a virtual team. |
| C．A virtual team can choose whatever project they like to work on. |
| D．The members must be self-motivated and able to work independently. |
| E．Members of virtual teams communicate quite well although they never meet face-to-face. |
| F．To avoid misunderstanding, clear rules that everyone understands and agrees on are necessary. |
7 . When I stepped out the plane from Miami into Charlotte, North Carolina, airport for a connecting flight home, I immediately knew something was wrong. Lots of desperate people crowded the terminal. I quickly learned that flights headed to the Northeast were called off because of a storm. The earliest they could get us out of Charlotte was Tuesday. It was Friday. A gate agent stood on the counter and shouted, “Don’t ask us for help! We cannot help you!”
I joined a crowd that ran from terminal to terminal in search of a flight out. Eventually, I found six strangers willing to rent a van with me. We drove through the night to Washington, where I took a train the rest of the way to Providence.
The real problem, of course, is that incidents like this happen every day, to everyone who flies, more and more often. It really gets to me, though, because for eight years I was on the other side, as a flight attendant for Trans-World Airlines(TWA).
I know the days are gone when attendants could be written up if we did not put the lines napkins with the TWA logo in the lower right-hand corner of the first-class diners’ trays. As are the days when there were three dinner options on flights from Boston to Los Angeles in economy class. When, once, stuck on a tarmac (机场停机坪) in Newark for four hours, a planeload of passengers got McDonald’s hamburgers and fries by thoughtfulness of the airline.
I have experienced the decline of service along with the rest of the flying public. But I believe everything will change little by little, because I remember the days when to fly was to soar (翱翔). The airlines, and their employees, took pride in how their passengers were treated. And I think the days are sure to come back one day in the near future.
1. Many people crowded the terminal because ________.| A．they were ready to board on the planes |
| B．something was wrong with the terminal |
| C．the flights to the Northeast were canceled |
| D．the gate agent wouldn’t help the passengers |
| A．by air | B．by van | C．by train | D．by underground |
| A．The writer lived in Charlotte, North Carolina. |
| B．The writer thought the service was not as good as it used to be. |
| C．The writer with other passengers waited to be picked up patiently. |
| D．Passengers would feel proud of how they were treated on the plane. |
8 . Young Africans are logging in and clocking on
His home is Bungoma, a small town in western Kenya, but his workplace is the world. Kevin, who asks that his real name be masked to protect his credibility, has written about offices in China without ever going there. He has reviewed home-security systems he has never seen.
Some are attracted to the work by the flexibility and pay; others because they cannot find a traditional job. There are advocates for freelancing.
Freelances, like the wider outsourcing (外包) industry, “are fighting against a reputation of Africa as somewhere where you would not expect digital work to take place,” says Mohammad Amir Anwar of the University of Edinburgh, who co-wrote a book about Africa’s digital workforce. Some African freelances use virtual private networks and fake names to pretend they are somewhere else.
The available data suggest that it will take time for Africa to become a continent of digital freelances. In 2019, Mr. Anwar and colleagues estimated that there were 120,000 African workers on Upwork, the continent’s most popular platform—fewer than in the Philippines. Most did not seem to be making any money.
Outsourcing practices have also sparked moral questions. Al Astra (a live-streaming company) content-moderation center in Kenya run by Sama (an outsourcing firm), workers told journalists that they were mistreated and misled about the nature of their work.
Technological change bounces in unpredictable directions. Could Al tools, previously trained by Kenyan workers, one day make these freelances such as Kevin unnecessary?
| A．Africa’s digital workers are re-mapping the old geographies of labor. |
| B．The internet creates new kinds of work, without any patterns of inequality. |
| C．A former employee has taken both companies to court, accusing them of forced labor. |
| D．Typical tasks include data entry, online marketing, or even writing essays for lazy students. |
| E．Baraka Mafole, a student in Tanzania, organizes training events for navigating online platforms. |
| F．Power cuts and competition for part-time jobs from cheaper workers in Asia and beyond create other challenges. |
9 . Many questions can be expected in advance and it’s wise to have some well-constructed answers that you can tailor more closely on the day. It’s sensible to have a number of key phrases to use. Remember to always try and make your answers positive.
Q1: Tell me about yourself. (The interviewer is really saying “I want to hear you talk.”)
A1: This is just to get things started, but it is a very common question. Write a script, and practice it so that it sounds natural. Spend a maximum of four minutes describing your qualifications, career history and your range of skills. Emphasize those skills that are relevant to the job on offer.
Q2: What have been your achievements to date? (The interviewer is saying “Are you an achiever?”)
A2: Again, this is a common question, so be prepared. Select an achievement that is experience-related and fairly recent. Identify skills you used in this achievement and say what the results were.
Q3: What do you like about your present job? (The interviewer is really trying to find out whether you will enjoy the things the new job has to offer.)
A3: This is a straightforward question. All you have to make sure is that your ‘likes’ correspond to the skills etc. required for the job on offer. Be positive, describe your job as interesting and diverse, but do not overdo it. After all, you are leaving?
Q4: What are your strengths? (The interviewer simply wants a straightforward answer as to what you are good at.)
A4: This is the one question that you are definitely going to get, so there is no excuse for being unprepared. Concentrate on discussing your main strengths. List three or four explanations of how they could benefit the employer. Strengths to consider include technical proficiency; ability to learn quickly; determination to succeed; positive attitude; your ability to relate to people and achieve a common goal. You may be asked to give examples of the above, so be prepared.
Q5: Tell me about the most difficult situation you’ve had to face and how you handled it.
(The interview is really trying to find out your definition of “difficult” and whether you can show a logical approach to problem solving using your initiative.)
A5: This can be a trap! To avoid it, select a difficult work situation that was not caused by you and which can be quickly explained in a few sentences. Explain how you defined the problem, what the options were, why you selected the one you did and what the outcome was. Always end on a positive note.
1. The passage is mainly intended to ________.| A．highlight the importance of looking positive in an interview |
| B．give suggestions on how to answer interview questions |
| C．provide some sample answers to interview questions |
| D．illustrate how to look confident in an interview |
| A．talk about what you dislike about it |
| B．comment positively on your colleagues |
| C．relates it to the job you are applying for |
| D．describe how interesting it is as far as possible |
| A．Tell me about yourself? |
| B．Tell me about your strengths? |
| C．What have been your achievements to date? |
| D．How did you handle the most difficult situation? |
10 . In the fog of uncertainty about how new technology will change the way we work, policymakers around the world have flocked to the same idea. No matter what the future brings, they say confidently, we will need to upskill the workforce in order to cope.
The view sounds reassuringly sensible. If computers are growing smarter, humans will need to learn to use them to humans’ advantage. Otherwise, they may run the risk of being replaced by computers.
Research published by the Social Mobility Commission shows that workers with degrees are over three times more likely to participate in training as adults than workers with no qualifications. That creates a virtuous circle for those who did well at school, and vicious circle for those who did not. If the robots are coming for both the accountants and the taxi drivers, you can bet the bean counters will be more able to retrain themselves out of danger.
It is no good criticizing employers for directing investments at their highly skilled workers. They are simply aiming for the highest return they can get. And, for some types of lower-paid work, it is not always true that technological progress requires more skills. The UK’s latest Employment and Skills Survey, which is performed every five years, suggests the use of literacy and numeracy skills at work has fallen since 2012, even as the use of computers has increased. The trouble is, when the computer makes your job easier one day, it might make it unnecessary the next. Many of those affected by automation will need to switch occupations, or even industries.
It is time to revisit older ideas. The UK once had an energetic culture of night schools, for adults to attend after their day jobs. These institutions have been disappearing due to funding cuts. But a revival of night schools could be exactly what the 21st century needs.
It is still not clear whether the impact of new technology on the labour market will come in a trickle or aflood. But in an already unequal world, continuing to reserve all the lifeboats for the better-off would be a dangerous mistake.
| A．Employers also invest more in better educated workers by launching employer-sponsored cmployee education programs. |
| B．According to an Oxford University study, nowadays employers are more likely to hire the first-year apprentices. |
| C．Rather than just “upskilling” in a narrow way, people could choose to learn an entirely new skill or trade. |
| D．But the truth is, the people who are being “upskilled” in today’s economy are the ones who need it the least. |
| E．People can effectively train or upskill themselves to meet their specific professional needs. |
| F．But a retailer or warehouse company is not going to retrain its staff to help them move to a different sector. |
