分析研究生英语系列教材综合教学教材(上~)原文翻译熊海虹.doc
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1、-_Unit One TRAITS OF THE KEY PLAYERS (David G. Jensen) 核心员工的特征 大卫G詹森1 What exactly is a key player? A “Key Player“ is a phrase that Ive heard about from employers during just about every search Ive conducted. I asked a client - a hiring manager involved in a recent search - to define it for me. “Eve
2、ry company has a handful of staff in a given area of expertise that you can count on to get the job done. On my team of seven process engineer and biologists, Ive got two or three whom I just couldnt live without,“ he said. “Key players are essential to my organization. And when we hire your company
3、 to recruit for us, we expect that youll be going into other companies and finding just that: the staff that another manager will not want to see leave. We recruit only key players.“ 1 核心员工究竟是什么样子的?几乎每次进行调查时,我都会从雇主们那里听到 “核心员工”这个名词。我请一位客户一位正参与研究的人事部经理,给我 解释一下。“每家公司都有少数几个这样的员工,在某个专业领域,你可以指望 他们把活儿干好。在我
4、的小组中,有七名化工流程工程师和生物学家,其中有 那么两三个人是我赖以生存的,”他说,“他们对我的公司而言不可或缺。当请 你们公司替我们招募新人的时候,我们期待你们会去其他公司找这样的人:其 他公司经理不想失去的员工。我们只招募核心员工。”2 This is part of a pep talk intended to send headhunters into competitors companies to talk to the most experienced staff about making a change. They want to hire a “key player“ f
5、rom another company. Every company also hires from the ranks of newbies, and what theyre looking for is exactly the same. “We hold them up to the standards we see in our top people. If it looks like they have these same traits, well place a bet on them.“ Its just a bit riskier. 2 这是一段充满了鼓动性的谈话,目的是把猎
6、头们派往竞争对手的公司去游说 经验丰富的员工们做一次职业变更。他们想从另一家公司招募核心员工。然而, 每家公司也从新人中招人。他们要寻找的是完全一样的东西。“我们把他们和公 司顶级员工表现出的特质进行对照。假如他们看起来有同样特征的话,我们就 在他们身上赌一把。”只是这样有点儿冒险。3 “Its an educated guess,“ says my hiring manager client. Your job as a future employee is to help the hiring manager mitigate that risk. You need to help the
7、m identify you as a prospective “key player“. 3“这是一种有根据的猜测,”我的人事经理客户说。作为未来的一名员工,你的 工作是帮助人事部经理降低这种风险,你需要帮助他们认定你有潜力成为一名 核心员工。4 Trait 1: The selfless collaborator John Fetzer, career consultant and chemist, first suggested this trait, which has already been written about a great deal. It deserves repea
8、ting because it is the single most public difference between academia and industry. “Its teamwork,“ says Fetzer“ The business environment is less lone-wolf and competitive, so signs of being collaborative and selfless stand out. You just cant succeed in an industry environment without this mindset“
9、4 特征 1:无私的合作者-_职业顾问和化学家约翰费策尔最早提出了这个特征。关于这个特征,人们已经 写了大量的文章。它之所以值得被反复谈及,是因为这一特征是学术界和企业 间最明显的差别。“这里需要合作,”费策尔说,“企业的环境并不需要单打独斗, 争强好胜,所以表现出合作和无私精神的员工就脱颖而出了。在企业环境中, 没有这样的思维方式就不可能成功。”5 Many peptides and grad students have a tough time showing that they can make this transition because so much of their life
10、has involved playing the independent- researcher role and outshining other young stars. You can make yourself more attractive to companies by working together with scientists from other laboratories and disciplines in pursuit of a common goaland documenting the results on your resume. This approach,
11、 combined with a liberal use of the pronoun “we“ and not just “I“ when describing your accomplishments, can change the companys perception of you from a lone wolf to a selfless collaborator. Better still, develop a reputation inside your lab and with people your lab collaborates with as a person who
12、 fosters and initiates collaborationsand make sure this quality gets mentioned by those who will take those reference phone calls. 5 许多博士后和研究生在进行这种过渡的过程中表现得相当费力。因为生命中 有那么长一段时间他们都在扮演一个独立研究者的角色,并且要表现得比其他 年轻的优秀人才更出色。你可以藉此提高在公司的吸引力:为追求一个共同的 目标和来自其他实验室和学科的科学家们合作并且为你的个人履历上的内 容提供事迹证明。这个方法,加上你在描述业绩时开明地使用代词“
13、我们”,而 不是“我”,能使公司对你的看法从“单干户”转变成“合作者”。更为有利的是, 要在你实验室内部,以及在和你们实验室合作的人们之间,培养一个良好声誉: 一个鼓励并发动合作的人还要保证让那些会接听调查电话的人们谈及你的 这个品质。6 Trait 2: A sense of urgency Don Haut is a frequent contributor to the aas.sciencecareers. org discussion forum. He is a former scientist who transitioned to industry many years ago
14、 and then on to a senior management position. Haut heads strategy and business development for a division of 3M with more than $2.4 billion in annual revenues. He is among those who value a sense of urgency. 6 特征 2:紧迫感 唐-豪特是一位给 aaas.sciencecareersorg 网站论坛频繁写稿的撰稿人。他之前 是一名科学家。许多年前他转向了企业,并一直做到高级管理的职位。他
15、在 3M 公司一个部门负责策略和商业开发工作,这个部门每年上缴的税收高达 24 亿多美元。他就是一个重视紧迫感的人。7 “Business happens 24/7/365 which means that competition happens 24/7/365, as well,“ says Haut. “One way that companies win is by getting there faster, which means that you not only have to mobilize all of the functions that support a busine
16、ss to move quickly, but you have to know how to decide where there is! This creates a requirement not only for people who can act quickly, but for those who can think fast and have the courage to act on their convictions. This requirement needs to run throughout an organization and is not exclusive
17、to management.“ 7“一年 365 天,一周 7 天,一天 24 小时,生意始终在进行,那意味着一年 365 天,一周 7 天,一天 24 小时,竞争也同样在进行,”豪特说,“公司取胜的方法 之一就是要更快地到达?目的地?。这就是说,你不仅要把所有能支持公司快速-_运转的功能都调动起来,而且还得知道如何决定?目的地?是哪里。这样,不仅 对那些行动快速的人们,也对那些思维敏捷,并有勇气按自己的想法行事的人 们都提出了要求。这需要全公司各部门的运作,而不仅仅是管理部门的工作。”8 Trait 3: Risk tolerance Being OK with risk is someth
18、ing that industry demands. “A candidate needs to have demonstrated the ability to make decisions with imperfect or incomplete information. He or she must be able to embrace ambiguity and stick his or her neck out to drive to a conclusion,“ wrote one of my clients in a job description. 8 特征 3:风险容忍度 企
19、业要求员工能承受风险。“一名求职者需要表现出仅凭不准确、不完整的信息 就做出决策的能力。他或她必须能接纳不确定因素并冒着风险做出结论,”一位 客户在职业描述中写道。9 Haut agrees. “Business success is often defined by comfort with ambiguity and risk- personal, organizational, and financial. This creates a disconnect for many scientists because success in academia is really more ab
20、out careful, studied research. Further, great science is often defined by how one gets to the answer as much as by the answer itself, so scientists often fall in love with the process. In a business, you need to understand the process, but you end up falling in love with the answer and then take a r
21、isk based on what you think that answer means to your business. Putting your neck on the line like this is a skill set that all employers look for in their best people.“ 9 豪特赞同这一说法。“商业成功通常有这样一个特质:那就是能接受不确定因 素和风险个人的,组织上的和财务上的。这就让许多科学家感到不适应, 因为学术上的成功其实是依靠认真而严谨的研究。更进一步说,伟大的科学常 常是由找寻答案的过程和答案本身两者同时来定义的。因
22、此科学家们往往沉迷 于过程。在企业里,你需要了解过程,但最终你会迷上答案,然后根据你认为 该答案对你的企业所具有的意义来冒风险。像这样敢冒风险是一套技能组合, 是所有雇主在他们最好的员工身上所寻找的东西。”10 Another important piece of risk tolerance is a candidates degree of comfort with failure. Failure is important because it shows that you were not afraid to take chances. So companies consistentl
23、y look for candidates who can be wrong and admit it. Everyone knows how to talk about successesor they should if theyre in a job searchbut far fewer people are comfortable talking about failures, and fewer still know how to bring lessons and advantages back from the brink. “For my organization, a ca
24、ndidate needs to have comfort discussing his or her failures, and he or she needs to have real failures, not something made up for interview day. If not, that person has not taken enough risk.“ says Haut. 10 风险容忍度的另外一个要点是求职者对失败的承受度。失败很重要,因为这 表示你不怕冒险。所以各家公司总会寻找有可能犯错误并敢于承认错误的求职 者。大家都知道如何谈论成功或者当他们在寻找工作
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