Here are Top 3 frequently asked Summarize Written Text questions in recent PTE Academic test (February 2020).

1.Carbon Neutral Company

You used to think that being green was a luxury for your company, but climate change has made you realize that you can no longer ignore it.

Consider your drivers. Do you want to become carbon-neutral for marketing reasons, for financial reasons, or just to save the planet? Says Mark Armitage of the Carbon Neutral Company: ‘Your drivers will help to tailor your carbon-reduction programme and determine key performance indicators.’ Build a case for going carbon-neutral.

Measure it. First, measure your current carbon footprint – or get a specialist to do it for you. That primarily means taking account of your energy usage and emissions caused through travel. Before you begin, think about whether you’re collecting the right data and whether it’s readily accessible.

When implementing any energy reduction measures, ensure you engage with your staff. “It’s much better if your people decide for themselves when it’s sensible for them to travel.” Says Armitage. You’ll also need them to participate in switching off the lights and other energy-saving measures. Set targets and show it’s not a one-off exercise.

2. Small War

In such an environment, warfare is no longer purely directed against the military potential of adversarial states. It is rather directed at infiltrating all areas of their societies and to threaten their existences. The comparatively easy access to weapons of mass destruction, in particular relatively low-cost biological ages of key concern. Both governmental and non-governmental actors prefer to use force in a way that can be characterized as “unconventional” or also as “small wars.” War waged according to conventions is an interstate phenomenon. The “small war” is the archetype of war, in which the protagonists acknowledge no rules and permanently try to violate what conventions do exist. The protagonists of the “small war” observe neither international standards nor antis control agreements. They make use of territories where they do not have to fear any sanctions because there is no functioning state to assume charge of such sanctions or bemuse the state in question is too weak to impose such sanctions. This type of war does not provide for any warning time. It challenges not only the external security of the nation states and inter-national community, but also their internal safety.

3.Overqualified Worker

If your recruiting efforts attract job applicants with too much experience a near certainty in this weak labor market you should consider a response that runs counter to most hiring managers MO: Don’t reject those applicants out of hand.

Instead, take a closer look. New research shows that overqualified workers tend to perform better than other employees, and they don’t quit any sooner. Furthermore, a simple managerial tactic empowerment can mitigate any dissatisfaction they may feel.

The prejudice against too-good employees is pervasive. Companies tend to prefer an applicant who is a perfect fit

over someone who brings more intelligence, education, or experience than needed. On the surface, this bias makes sense: Studies have consistently shown that employees who consider themselves overqualified exhibit higher levels of discontent. For example, over-qualification correlated well with job dissatisfaction in a 2008 study of 156 call-center reps by Israeli researchers Saul Fine and Baruch Nevo. And unlike discrimination based on age or gender, declining to hire overqualified workers is perfectly legal.

But even before the economic downturn, a surplus of overqualified candidates was a global problem, particularly in developing economies, where rising education levels are giving workers more skills than are needed to supply the growing service sectors. If managers can get beyond the conventional wisdom, the growing pool of too-good applicants is a great opportunity. Berrin Erdogan and Talya N. Bauer of Portland State University in Oregon found that overqualified workers’ feelings of dissatisfaction can be dissipated by giving them autonomy in decision making. At stores where employees didn’t feel empowered, over-educated workers expressed greater dissatisfaction than their colleagues did and were more likely to state an intention to quit. But that difference vanished where self-reported autonomy was high.