Macmillan Dictionary Blog very much hopes this will hit your imagination button :-). Regular guest blogger Stan Carey presents you with a challenge this week. Below you will find a letter written to staff in ‘business-speak’. Your task is to ‘translate’ it into plain (but still Business) English and add your version as a comment below. Stan reckons you can sum it up in a couple of sentences … but that’s no fun. We’ll send the writer of our favourite ‘translation’ a Macmillan English Dictionary of their choice.
It has come to our attention that productivity drivers are suboptimal, which clearly impacts performance deliverables. We have touched base with HQ and undergone a period of extensive consultation. Actioning this decision-making process requires frontminding streamlined competencies. We anticipate a needs-based harmonisation gap in employee feelings vis-à-vis these necessary outcomes, but we are tasked with maximising the ball-parking of our projected equity outcomes.
Our architectural assets house a raft of measures towards the provision of key learnings for the upsizing of overall skill sets. These operation-centric initiatives push stakeholders’ imagination buttons by crystal balling their high-level ROI expectations. The ensuing agreeance modules accelerate in the core bump space facilities, including food consumption areas, which allows human-sensitive package expansion and back-ended value development. However, executive brainstorming processes suggest that licking the employee envelope has functionality limits.
In short, synergistic knowledgings inputted clear indicators of off-message dialoguing exchanges in semi-salaried discussants’ cooler-based mutual interfacings. In the light of a data-driven assessment, we have scoped the conclusion that these non-centre locality behaviours undermine our company’s alpha potential when factoring in our enhanced string-paradigm alignment to the green growth environment via the meaningful actualisation of our industry-topping integrity footprint.
Therefore our dedication to escalating our core endeavours through transparently iterated evaluative methodologies that represent best practice in emergent collaborative counter-engineering necessitates a decruitment implementation event. This involves non-pensionable productivity management parameters through the creative restructuring of personnel irregularities and necessary throughput of human capital capacity rightsizing.
Parties affected downstream are encouraged to utilise their forward thinking hats and realign their tool belts to the non-ongoing contract situation within a short timeframe totality. We anticipate dynamic new overarching metrics of holistic staff wellbeingness at the end of the day. Surfing where the waves are should galvanise a global blue-sky modality that will roll out and trickle down the Monday mood mountain into the value valley.
The bottom line is that this innovative accounting strategy built on our thought-leaders’ primary policies will cascade the empowerment of partnership change points in the hands-on repurposing of mission critical networks and facilitate across-the-board calibration, transitioning from a space of underperfect monetisation streams to an achievable year-end profit margin, and leveraging consecutive game plans to uptick a full-spectrum benchmarking solution.
We are grateful for your understanding.
For the results of the competition, see this microblog post. Thank you so much for your contributions!Email this Post