How to approach Reading Test Part Four •This part of the Reading Test tests your vocabulary •Read the whole text quickly to find out what it is about. As you read, try to predict the words that might fill the gaps. •Look at the four possible answers for each gap and cross out any obviously incorrect words. •Then read both before and after each gap to decide which word should go in it. The word needs to fit both the meaning and the grammar •After completing all the gaps, read the whole text again to check your answers. •Read the article on the opposite page about how companies can attract and retain good quality staff. ? Choose the best word from below to fill each gap. ? For each question 21 - 30, mark one letter (A, B, C or D) on your Answer Sheet. Finding and keeping tomorrow's high-fliers To gain competitive advantage, organisations need to attract and retain potential high-performers who can develop and implement winning strategies. They need people with a genius for (21) things done quickly and effectively, which includes completing projects on time, and inspiring and leading colleagues. In (22) they need the ability to ensure a company's success. Such people can (23) their organisations to great heights. However, many of those who stand (24) because of their talent leave because their employers are (25) to their agendas. In fact, many organisations need a clearer idea of what motivates such people. Money is not particularly effective as a motivator, because high - performers tend to (26) a good financial package for granted. Empowerment is particularly significant for new talent, however, and wise employers (27) high - performers the opportunity to feel that they 'own' a project. The challenge of the work is another essential motivator for high-fliers, who need to feel that their employer has a strong (28) of how the job contributes to their career development. High - performers should also have a platform. for self- development, to enable them to (29) their skills. Above all, high - performers want to feel that the organisation they work for (30) them as special. If they find that it is not interested in them as people but only as high-performing commodities, it will be hardly surprising if their loyalty is minimal. An organisation which bears ail this in mind is in a better position to keep its high-fliers, both present and future. (21)