Questions 56 to 60 are based on the following passage. At least 600,000 jobs could disappear in the UK this year , according to a report by a personnel managers’ professional body . The Chartered Institute of Personnel and Development says even those who escape redundancy will face pay freezes .It says that while total unemployment will not hit three million , the time between New Year and Easter will be the worst for job losses since 1991 . According to official statistics , there were 1.86 million people out of work in the UK in October , 2008. This figure was the highest since 1997 , taking the overall unemployment rate to 6 percent . David Frost of the British Chamber of Commerce says , “It is the worst year . Companies are in survival mode .” The CIPD , which represents managers and personnel staff , issued its gloomy forecast a day after children’s retailer Adams joined a growing list of well known chains applying for bankruptcy protection .Chief economist John Philpott said , “In the face of some skepticism , the CIPD warned that 2008 would the UK’s worst year for jobs in a decade . It was , but in retrospect it will be seen as merely the slow –motion prelude to what will be the worst year for jobs in almost two decades . The CIPD’s annual barometer forecast is that the UK economy will shed at least 600,000 jobs in 2009 .Overall ,the 18-month period from the start of the recession in mid-2008 until the end of 2009 will witeness the loss of around three quarters of a million jobs , equivalent to the total net rise in employment in the preceding three years .” Mr Philpott said job losses were likely to continue into 2010 ,taking the final toll to about one million . The CIPD also surveyed 2,600 workers and found that more than one in four did not expect a pay rise next year ,while others feared wage cuts . The institute’s reward adviser ,Charles Cotton ,said ,”Employees are realistic about their pay prospects . Against this backdrop ,employers will need to work hard to find new ways to motivate their employees to perform .” “Financial incentives and targeted investment in training and development could be effective ways to do this ,” he added . “More than ever , this is a time where organizations need to engage in an open and straightforward communication with their staff , clearly explaining the reasons for any difficult measures that will affect them ,” he said . “This will help preserve staff loyalty and engagement even during times when unpopular decisions need to made .” Questions: Why does Charles Cotton suggest that employers communicate with their straight—forwardly