-
UNIT1
Free Trade Has Enriched the World with
More than Diverse Goods
自由贸易给世界带来的不仅是丰富多彩的商品
By Daniel Griswold
Tune in to
cable TV
, talk radio, or the
blogosphere and you will soon be hit over the head
with the message that free trade is
destroying America. According to the economic
populists on
the left and right, the
wages, jobs, and futures of Main Street Americans
are being sacrificed daily
to the gods
of globalization.
只要打开有线电视、
收音
机或博客网,
你很快就会惊讶地获悉:
自
由贸易正在摧毁美国。
据左右两派经济民粹主义者所说,<
/p>
美国普通老百姓的工资、
工作和未
来天天
都在被当作供品献祭给全球化的神明们。
On
trade, as on so much else, the populists have it
wrong again. Free trade and globalization
are great blessings to American
families. Trade is delivering lower prices and
more variety to
consumers, especially
the poor, while creating better paying jobs for
the middle class. Beyond the
US shores,
the spread of economic openness is building a more
peaceful, democratic and humane
world
for our children.
就像在其他许多事情上一样,这些民粹主义者们在
贸易问题上又搞错
了。
自由贸易与全球化对美国家庭来说是种种
福音。
贸易在为中产阶级创造了许多薪酬丰厚
的工作岗位的同时
,也为消费者(尤其是穷人)带来了价格低廉、品种多样的商品。席卷美
国内外的经济开
放浪潮正在为我们的孩子们创建一个更为和谐、民主和人性化的世界。
Now it may seem an odd moment to tout
the benefits of trade for Main Street America.
After
all, unemployment is nearing 10
percent, manufacturing is in a slump, and global
poverty is rising.
But those are all
the result of the current recession, a downturn
that was not caused by trade but by
misguided monetary and housing policies
that were
“
Made in the USA
p>
”
.
看起来,现在吹嘘贸
< br>易给美国百姓带来好处似乎并不合时宜。毕竟,目前的失业率几乎高达
10%
p>
,制造业也处
于萧条之中,
而全球范围的贫
困在不断加剧。
但是,
那些问题都是眼前的经济衰退所带来的<
/p>
后果,这是一种经济下滑现象,它不是由贸易、而是由“美国制造”的错误的货币政策和房
地产政策造成的。
During difficult economic times, import
competition allows American families to keep their
heads above water by delivering lower
prices on staples such as food, clothing, and
shoes. The
prices we pay for goods
exposed to global trade tend to rise more slowly
than inflation, or even
fall. The
expansion of product variety alone from trade
delivers an estimated 400 billion a year in
benefits
to
American
families
because
of
increased
consumer
satisfaction,
according
to
a
2004
study by Christian Broda and David E.
Weinstein for the National Bureau of Economic Rese
arch.
在经济困难时期,
进口竞争给美国家庭带来了大量诸
如食品、
服装和鞋类等物美价廉的日常
必需品,
才使得他们不致于陷入灭顶之灾。
我们为受全球化贸易影响的物品所支付价格的
上
涨速度往往比通货膨胀的涨幅更慢,或者说,价格甚至反而下降。根据“
(美国)国家经济
研究局”克里斯汀·布洛达和大卫
.E.
威恩斯特于
2004
年所做的一
项研究,由于消费者满意
度的提升,仅产品的品种扩展这一项每年就给美国家庭带来约四
千亿美元的实惠。
No consumer
benefit proportionally more from trade than the
poor, and nobody suffers more
from
existing
trade
barriers.
The
imported
fresh
fruit
and
vegetables,
T-shirts
and
discounted
sneakers sold at big-box retailers loom
especially large
in the budgets of poor
and middle-class
families.
Perversely,
the
highest
remaining
US
trade
barriers
are
aimed
at
products
that
are
disproportionately made by
poor people abroad and consumed by poor
people at home. The 25
billion the US
government collects each year through import
tariffs is the most regressive tax in
the
federal
arsenal.
According
to
a
study
by
the
Progressive
Policy
Institute,
a
single
mother
earning 20,000 a year pays a much
higher share of her income for import duties than
a manager
earning
100,000
a
year.
Labor
unions
and
other
groups
that
oppose
tariff-lowering
trade
agreements are
unwittingly serving a status quo that is punishing
the poor.
没有任何消费者从贸
易中获得的好处——按
比例计算——会比穷人获得的多;
也没有任何人遭受现有的贸易壁垒
所带来的祸害会比穷人所遭的多。大型零售超市销售的进口鲜果、蔬菜、
T
恤衫和折价运动
鞋在穷人和中产阶级家庭的消费预算中占据非常高的比例
。
而不合常理的是,
美国现存最高
的贸
易壁垒的目标却是针对绝大部分由国外穷人生产、
国内穷人消费的产品。
美国政府每年
通过进口关税获取的
250
亿美元的税收是联邦宝库中递减幅度最大的税种。
一项由
“进步政
策研究所”
所做的研究表明,
按进口关税中所占个人收入比例计算,
一位年收入为两万美元
的单亲母亲所支付的进口关税要比年收入为十万美元的经理高得多。
工会和其他一些团
体反
对低关税的贸易协议,但他们在无意识地维护的却是损害穷人利益的现行贸易制度。
Despite
what
the
populists
tell
us,
the
consumer
benefits
of
trade
have
not
come
at
the
expense of jobs or
wages. As a candidate for president in 2007,
Barack Obama was echoing
CNN
’
s Lou Dobbs when he told
a cheering union crowd in Chicago that importing
lower-priced T-shirts
from developing
countries was not worth the loss of jobs.
“
People
don
’
t want a cheaper T-shirt
if
they
’
re losing
a job in the process,
”
he said.
“
They
would rather have a job and pay a little bit
more for a T-shirt.
”不管民粹主义者们
怎么说三道四,消费者从贸易中所获的好处并没有损
害我们的就业和薪酬。作为
2007
年的总统候选人,奥巴马作为美国有线新闻网(
CNN
)的
卢·道布斯的应声虫,对着芝加哥一群兴高
采烈的工会会员们说,从发展中国家进口低价
T
恤衫跟失去就业
机会相比是不值得的。
“如果为了一件廉价的
T
恤衫而丢失工作的话,大家
是决不会那么做的,
”他说
。
“他们宁愿要一份工作,也不在乎为
T
恤衫付高点的价格。
”
Like most politicians, candidate Obama
chose to represent a small but noisy special
interest
at
the
expense
of
the
large
majority
of
Americans.
Only
one-third
of
one
percent
of
American
workers are engaged
in making clothing and textiles of any kind. That
comparescompares to the
virtually 100
percent of Americans who buy and wear T-shirts and
other clothing. If Americans are
forced
to
pay
higher
prices
because
of
import
restrictions,
a
small
number
of
jobs
would
be
“
saved
< br>”
but at a huge cost to
working families.
与多数政客一样,总统候选人奥巴马也情愿
p>
代表那些少数喧嚣的特殊利益团体,
而牺牲绝大多数美国普通百姓的
利益。
只有百分之一中
的三分之一的美国工人还在从事各类服装
和纺织品的生产。
与此相比较的是,
差不多百分之
百的美国人都要购买和身穿
T
恤衫和其他服装。如果
因为进口的限制而迫使美国人支付更
高的商品价格,
那有可能会
“保住”
数量很少的就业岗位,但却是以美国众多家庭巨大经济
损失为代价的。
Across
the
entire
U.S.
economy,
trade
accounts
for
a
small
share
of
job
displacement.
For
every
worker
displaced
by
trade
or
outsourcing,
30
American
workers
typically
lose
their
jobs
because of other factors
—
most commonly
technological change, but also domestic
competition
and changing consumer
tastes. Think of the 30,000 workers at Kodak that
have been laid off in the
past
five
years,
not
because
of
imports,
but
because
of
the
popularity
of
digital
cameras
and
plunging film sales. My
former calling, the newspaper business, has been
hemorrhaging jobs since
2001,
not
because
of
unfair
trade,
but
because
of
Craigslist
and
changing
reader
habits.
“
Job
churn
”
is a fact of life in a dynamic, open ec
onomy.
在美国的整个经济中,由贸易导致的裁员
只占很小
的比例。相对于一位工人因贸易或外包而遭裁退,通常就会有
30
位美国工人由于
其他的因素而丧失工作,这些因素中最常见的有技术变革及国内竞争和
消费者嗜好的变化。
想想过去五年中柯达公司解聘了三万名工人,
这种解聘并不是因为进口,
而是由数字相机的
普及和胶卷销售
价格暴跌而引起的。我以前从事的行业——报业,
2001
年以
来一直在大量
裁员,并非由于不公平贸易,而是由于
Craig
slist
网络社区的免费分类广告和读者阅读习惯
的改变。在
动态、开放的经济环境里,
“工作不断变动”已成生活的一种客观事实。
A big lie of the trade
debate is that we have been surrendering middle-
class manufacturing
jobs for low-paying
service jobs. Since the early 1990s, the U.S.
economy has lost more than 3
million
manufacturing
jobs,
but
during
that
same
period
the
economy
has
added
18
million
service-sector jobs that are typically
better paying. In fact, since 1991, two-thirds of
the net new
jobs created in the U.S.
economy are in sectors such as healthcare,
education, and business and
professional service where the average
pay is higher than in manufacturing. The American
middle
class
today
earns
its
keep
from
better-paying
service
sectorjobs.
Knock
on
doors
in
a
typical
middle-class American neighborhood and
you will meet teachers, managers, architects,
engineers,
computer specialists,
accountants and auditors, police officers and fire
fighters, insurance and real
estate
agents,
registered
nurses
and
other
healthcare
professionals,
and
self-employed
business
owners.
贸
易辩论中的一大谎言是:
我们一直在为换取低薪的服务业工作
而丢失中产阶级的
制造业岗位。
从
20
世纪
90
年代初以来,
美国经济虽失去了
300
万份制造业的工作岗位,
p>
但
在同期却增加了
1800
万份服务业的工作,而且通常情况下薪金都更高。实际上,
1991
年以
来美国经济中新创造的净三分之二的岗位都发生在平均工资比制造业要
高的服务业,
如医疗
保健、教育、商业和专业服务等。美国中产
阶层现在都在服务业谋生,所获收入更高。你只
要在美国中产阶级聚居的社区敲开住户的
房门,
那你所见到的就会是教师、
管理人员、
< br>建筑
师、工程师、电脑专家、会计和审计师、警官和消防队员、保险和房地产中介
、注册护士和
其他医疗专业人士,以及自谋职业的业主。
Beyond American shores, falling trade
barriers and the spread of technology have created
a
more
prosperous,
democratic,
and
peaceful
world.
Again,
this
may
seem
a
counter-
intuitive
argument
in
the
face
of
daily
headlines
about
a
global
recession
and
ongoing
violence
in
the
Middle
East and Africa, but here too we need to step back
and assess long-term trends.
在美国以
外的世界,
贸易壁垒的逐渐消除如技术的普及已使世界变得更为繁荣、
民主与和平。
当每天
面对大量关于全球危机和中
东与非洲持续暴力的新闻大标题时,
上述观点可能似乎又与我们
的直觉相反。不过,也正是在这一点上,我们有必要退一步来评估一下(自由贸易的)长期
走向。
The past three
decades of expanding trade and globalization have
witnessed dramatic global
progress.
Between 1981 and 2005, the share of the
world
’
s population living on
the equivalent of
1.25 a day dropped by
half, from 52 to 25 percent, according to the
World Bank. In China alone,
the number
in absolute poverty fell by 600 million. During
this same period, real gains have been
made in life expectancy,
infant survival, nutrition, and
literacy. Child labor rates have fallen by
more than half. It is not a coincidence
that the most dramatic gains against poverty have
occurred
in those countries that have
most aggressively opened themselves to the global
economy.
过去三
十年不断扩展的国际贸易和全球化已经
见证了巨大的全球性进步。根据世界银行的统计数
据,
1981
年至
2005
年间,日均约
1.25
美元生活费的贫困人口比例下降了一半,即从原来
52%
降至
25%
。仅在中国
,生活在绝对贫困线以下的人口就下降了六个亿。也是在这期间,
人均寿命、
婴儿生存率、
营养和识字率方面都取得了实质性的进展。
< br>童工率也下降了一半多。
在消除贫困上取得最大进步的都是最积极向世界经济开放
的那些国家,这并不只是一种巧
合。
Meanwhile,
as
a
global
middle
class
has
emerged,
so
too
have
more
democratic
forms
of
government. Trade has
spread tools of communication and spurred the
growth of civil society as
an
alternative to centralized government. As a
result, the share of the
world
’
s population living in
countries that respect civil liberties
and the right to vote has climbed from 35 percent
in 1973 to 46
percent today, according
to Freedom House.
全球中产阶层形成的同时,
世界上也有了更多更为
民主的政府。
贸易使通讯工具在世界各
地得到普及,
从而推进了以文明社会替代集权政府的
进程。
p>
因此,
据自由审议会所说,
生活在尊重公民
自由和选举权的国家的人口比例已从
1973
年时的
35%
提升到现在的
46%
。
Fewer people are dying in
wars today than in past decades, in large part
because commerce
has
replaced
military
competition.
Global
commerce
has
allowed
nations
to
gain
access
to
resources
through
trade
rather
than
conquest,
while
deeper
economic
integration
has
brought
former enemies
together and raised the cost of war. Even with the
ongoing conflicts in Iraq and
Afghanistan, young American adults
living today are far less likely to fight and die
in wars than
their counterparts in the
1940s,
’
50s and
’
60s.
与过去几十年相比,现在死于战争的人数大
大减少,
主要原因是商业交流已经取代了军事竞争。
全球化的商业使世界各国能通过贸易—
—而不是通过征服,
去
获取资源;
与此同时,
更深入发展的经济一体化使得以前的敌人
走到
一起来了,
并使战争的成本更高了。
即便是仍在进行中的伊拉克和阿富汗战争,
现在年青的
美国成
年人,比起(
20
世纪)
40
、
50
和
60
年代的同龄人,奔赴战场甚至战死的可能性要低
得多。
< br>
America and the world face
daunting tasks today, as in generations past, but
expanding trade
is part of the
solution, not part of the problem. Americans
should have the same warm feelings
toward free trade and globalization as
they do toward iPods, email, online shopping, a
well-fed
child going off to school, and
peace on earth.
跟过去几代人一样,
现在的美
国和整个世界都面临
着艰巨的任务,
但贸易的扩大是解决问题的
途径之一,
而不是问题之一。
美国人应该对自由
贸易和全球化怀有一副热心肠,就像他们热衷于
iPod
、电子邮件、在线购物、养育得好的
儿童出门上学及地球上的和平等事情那样。
UNIT2
How
Does an Organization
Recruit?
一个组织是如何招聘员工的?
By Margaret A. Richardson
Introduction
引
言
Acquiring and retaining
high-quality talent is critical to an
organization
’
s success. As
the job
market
becomes
increasingly
competitive
and
the
available
skills
grow
more
diverse,
recruiters
need to be more selective in their
choices, since poor recruiting decisions can
produce long-term
negative effects,
including high training and development costs to
minimize the incidence of poor
performance and high turnover which, in
turn, impact staff morale, the production of high
quality
goods and services and the
retention of organizational memory. At worst, the
organization can fail
to
achieve
its
objectives,
there
by
losing
Its
competitive
edge
andshare
of
the
market.
Traditionally,
public service
organizations have had little need to
worry about market share and
increasing
competition since they operate in a monopolistic
environment. But in recent time, the
emphasis
on
new
public
management
approaches
has
forced
public
organizations
to
pay
closer
attention to their service delivery as
consumers have begun to expect and demand more for
their
tax dollars. No longer are
citizens content to grumble about poorly-produced
goods and services
and
the
under-qualified,
untrained
employees
who
provide
them.
As
societies
become
more
critical
and
litigious,
public
service
organizations
must
seek
all
possible
avenues
for
improving
their output and providing the
satisfaction their clients require and deserve.
获得并留住优秀人才
对一个组织的成功至关重要。
随着就业市场竞争日益激烈,
现有技能变得更加多样化,
招
聘
人员在选择时要更加精挑细选,
因为错误的招聘决策能够造成
长期的负面影响,
包括为了使
低效益与高流动性发生率最小化而
进行的培训与育才的高额成本,
低效益与高流动性相应地
会影响
员工的士气、
产品的质量、
服务的水平及组织在人们记忆中的形
象的保持。
甚至组织
可能无法实现其目标,
并因而失去其竞争优势和市场份额。
传统上,
公共服务组织
没有什么
必要担心它们的市场份额与不断增加的竞争,
因为它们
处在一个垄断的环境中。
但是,
最近,
对新型公共管理方法的强调迫使公共组织更加重视它们所提供的服务(的质量)
,因为消
费
者已经开始期望并要求他们用美元交纳的税收能得到更多的回报。
他们不再满足于只是抱怨
质量差的产品或服务及提供这种服务或产品的未经培训的不
合格员工。
随着社会更加热衷于
批判与诉讼,
< br>公共服务组织必须寻求所有可能的途径去改善其产品质量,
提高其顾客所要求
p>
并理应得到的对产品和服务的满意度。
The
provision
of
high-quality
goods
and
services
begins
with
the
recruitment
process.
Recruitment
is
described
as
“
the
set
of
activities
and
processes
used
to
legally
obtain
a
sufficient
number
of
qualified
people
at
the
right
place
and
time
so
that
the
people
and
the
organization can select
each other in their own best short and long term
interests
”
. In other words,
the
recruitment
process
provides
the
organization
with
a
pool
of
potentially
qualified
job
candidates from which judicious
selection can be made to fill vacancies.
优质产品与服务的提供
始于招聘过程。
招聘被描述为
“用于在适当的时间与适当的地点,
合法地获得足够数量的合
格人员的一系列活动与过程,
通过这些活动与过程,
应聘人员与组织能够根据各自的短期与
长期利益进行双向选择”
。换句话说,招聘过程为组织提供了一批有潜力的、合格的工作候
选人,供组织做出明
智而审慎的选择以填补空缺。
Successful
recruitment
begins
with
proper
employment
planning
and
forecasting.
In
this
phase
of
the
staffing
process,
an
organization
formulates
plans
to
fill
or
eliminate
future
job
openings
based
on
an
analysis
of
future
needs,
the
talent
availablewithin
and
outside
of
the
organization, and the
current and anticipated resources that can be
expended to attract and retain
such
talent.
成功的招聘始于适当的招聘规划与预测。在人
员配给这个阶段,组织根据未来
的需要、
组织内外可用的人才与
能够用于吸引与留住这种人才的现有以及预期的资源,
制订
计划
以添补或者取消未来的工作空缺。
Also
related
to
the
success
of
a
recruitment
process
are
the
strategies
an
organization
is
prepared to employ in order to identify
and select the best candidates for its developing
pool of
human
resources.
Organizations
seeking
recruits
for
base-level
entry
positions
often
require
minimum
qualifications and experience. These applicants
are usually recent university graduates,
many
of
whom
have
not
yet
made
clear
decisions
about
future
careers
or
are
contemplating
engaging in advanced academic activity.
At the middle levels, senior administrative,
technical and
junior executive
positions are often filled internally. The push
for scarce, high-quality talent, often
recruited from external sources, has
usually been at the senior executive levels. Most
organizations
utilize both mechanisms
to effect recruitment to all levels.
同样与
招聘过程的成功相关的是一个
组织准备应用的种种策略,
目的是
为了识别并选拔最佳候选人,
以发展其人力资源储备。
寻
招初级入门类员工的组织,
通常对应聘者的资历和经验的要求最低。<
/p>
这些应聘者通常是刚毕
业的大学生,
其中
许多人对于未来的职业还没有清晰的决定或者正在考虑继续学习深造。
在
中层人员层次中,
高级行政主管、
技术与初级主管等职
位通常从内部选拔。
对常常从组织外
部招聘稀有优秀人才——他
们通常是从外部招募的——方面所做的努力,
通常是在高级主管
层面上进行。大多数组织同时使用这两种机制来开展不同层次的招聘工作。
Recruiting from Internal
Sources
从内部人才资源中招聘
There are sound reasons for recruiting
from sources within the organization:
从
组织内部的
人力资源中进行招聘是有充分理由的:
1)
The ability of the recruit is known so it is easy
to assess potential for the next level. By
contrast, assessments of external
recruits are based on less reliable sources, such
as references, and
relatively brief
encounters, such as interviews.1)
了解对受聘
者的能力,
所以就容易评估其从事
高一层次工作的潜质;
相反,
对从外部招募进来的员工的评估往往基于诸如推荐人及像面试<
/p>
之类的较为简短的面对面接触等可信度不高的资信来源。
2)
“
Insiders know the
organization, its strengths and weaknesses, its
culture and, most of all,
its duals
above the entry level. This may result in people
being promoted before they
are ready,
or not being allowed to stay in a position long
enough to learn how to do the job well.2)
“内部受聘人员”了解该组织,了解其优势和劣势,了解其文化;而且,最重要的是,了解
< br>该组织中的大部分成员。
3) Infighting, inbreeding, and a
shortage of varied perspectives and interests may
reduce
organizational flexibility and
growth, and resistance to change by those who have
an interest in
maintaining
the
status
quo
may
present
long-
term
problems.3)
公司内部升迁会激发员工
的动
力,
并培养了员工对组织的使命感。
有技能、
有抱负的员工更可能参与到开发性的活动中去,
如果
他们相信这些活动能够导致升职的话。
4)
In
times
of
rapid
growth
and
during
transitions,
the
organization
may
promote
from
within
into
managerial
positions,
regardless
of
the
qualifications
of
incumbents.
Transition
activities and rapid organizational
growth often mask managerial deficiencies; it is
not until the
growth
rate
slows
that
the
deficiencies
become
apparent
and,
then,
the
organization
finds
it
difficult, if not
impossible, to undo the damage. The resulting cost
of remedial training can prove
prohibitive.4)
比起在各种各样的媒体上打广
告招聘和面试“外部人员”
,内部招聘的成本更
低,速度更快;
用于培训受聘者并使他们融入该组织群体所花的时间也更短。
At
the same time, several disadvantages
exist
:
不过,内部招聘也存在
着几方面的不利因
素:
1)
Sometimes it is difficult to find the
“
right
”
candidate within and the organization
may
settle for an employee who
possesses a less than ideal mix of
competencies.1
)
有
时很难在组织
内部找到一个合适的人选,这样该组织就可能退而求其次地满足于综合能力
较不理想的人
选。
2)
If the vacancies are being caused by rapid
expansion of the organization, there may be an
insufficient supply of
qualified2
)
如果职位的
空缺是由于组织的快速发展而形成的,那就可
能存在着能跨过招聘门槛的合格人选供不应
求的情况。
这就可能导致这么一种结果,
即得以
提升者要么并没有做好这方面的准备,
要么没能让他在一个岗位上呆上足够长的
时间去学会
如何做好这项工作。
3)
Promotions from within build motivation and a
sense of commitment to the organization.
Skilled and ambitious employees are
more likely to become involved in developmental
activities
if they believe that these
activities will lead to
promotion.3
)
内部纷争
、
近亲繁衍及多元的想法
与兴趣的缺乏,
可能降低组织的灵活性和发展速度;
同时,
那些维持现状的既
得利益者们对
变革的抵制可能引发种种长期性的问题。
4)
Internal
recruitment
is
cheaper
and
quicker
than
advertising
in
various
media
and
interviewing
“
out
siders
”
. Time spent in
training and socialization is also
reduced.4
)
在迅速发
p>
展时期和过渡时期中,组织可能不问现任人员的条件如何就从内部推荐人员担任管理职位。<
/p>
过渡性活动和快速的组织增长,
常常掩盖了管理上的缺失;
只有到了增长速度变慢时这种缺
失才能明显地显现出来,
那时组织就会发现很难——如果还不是完全不可能的话——弥补损
失了。结果
是,补救性培训的成本可能就会高得令人望而却步了。
Recruiting From External
Sources
从外部人才资源中招聘
External recruiting methods can be
grouped into two classes: informal and formal.
Informal
recruiting methods tap a
smaller market than formal methods. These methods
may include rehiring
former employees
and choosing from among those
“
walk-
in
”
applicants
whose unsolicited r
é
sum
é
s had been retained on file. The
use of referrals also constitutes an informal
hiring method.
Because
they
are
relatively
inexpensive
to
use
and
can
be
implemented
quickly,
informal
recruiting
methods
are
commonly
used
for
hiring
clerical
and
other
base-level
recruits
who
are
more
likely
than
other
groups
to
have
submitted
unsolicited
applications.
Former
students
who
participated in
internship programs may also be easily and cheaply
accessed.
外部招聘的方法可
以分成非正式和正式两个
级别。
与正式招聘相比,
非正式招聘所利用的市场较小,
这些方法
可能包括再次雇用以前的雇员以及从那些
“主动上门”
求职者中——他们主动提供的个人简
历还存在
公司的档案里——选拔。
推荐的方式也是一种非正式的雇用方
法,因为这些方法
使用起来花费相对较低,
而且可以迅速实施。
非正式的招聘方法通常用于招聘文职员工或者
其他初级层次的员
工,
这些人比其他群体更可能主动提供简历。
原来参加实习项目
的学生也
可以轻松而廉价地得以雇用。
Formal
methods
of
external
entail
searching
the
labor
market
more
widely
for
candidates
with
no
previous
connection
to
the
organization.
These
methods
have
traditionally
included
newspaper/magazine/journal
advertising,
the
use
of
employment
agencies
and
executive
search
firms, and college recruitment. More
often, now, job/career fairs and e-recruiting are
reaching the
job
seeker
market.
正式的外部招聘方法需要在更大的劳动市场中
去寻找此前与组织没有任
何关系的候选人。
传统上,
这些方法包括在报纸杂志上打广告、
使用职业中介和猎头公司及
校园招聘等。现在更为常见的是,举办招聘会和网上招聘的方式正在打入求职者市场。
Posting
vacancies
externally
through
the
various
arms
of
the
media
or
via
employment
agencies reaches a wider audience and
may turn up a greater number of potential
candidates from
which
the
organization
can
choose.
At
the
same
time,
this
method
is
relatively
expensive
and
time-consuming
as
the
organization
works
through
initial
advertisements
in
newspapers,
periodicals and
journals will continue to be an important way to
reach potential candidates.
通过媒
体的各种手段,或者通过职业中介机构在组织外部张榜招贤补缺,可以使受众面更加广泛,
< br>并且可能出现数量更大的潜在候选人,
而组织就可以从这些候选人当中选拔合适的
人才。
不
过,
这种方法的费用较高,<
/p>
且比较耗时,
因为这个组织要始终参与在报纸杂志上打首期广告<
/p>
的工作,而这种期刊(广告)将继续成为该组织联系潜在候选人的一种重要方式。
There is no guarantee that the results
will be satisfactory to the organization, since
the cost of
advertising
often
limits
the
frequency
and
duration
of
job
postingas
well
as
the
amount
of
information made available, thus making
it difficult for a job seeker to accurately judge
the worth
of the position being
offered. In addition, the organization may hire a
candidate who fails to live
up to the
high potential displayed during the selection proc
ess.
但是,
根本无法保证这种广告招聘
的结果能够令该组织满意,因为广告招聘的成本经常既限制了招聘广告的信息内容的分量,
< br>也限制了广告出现的频率和持续的时间,
这就使得求职者难以准确判断广告被提供
的职位的
价值。
此外,该组织可能雇佣了这么一个候选人——他
无法(在实际工作中)发挥其在选拔
过程中所展现出来的高潜质。
Recruiting firms/employment agencies
are gaining in popularity, especially in the
search for
management
level/executive
talent.
Recruiting
via
this
medium
is
expensive,
whether
the
organization uses a
contingency firm or has one on retainer. Executive
search firms tend to match
candidates
to
jobs
faster
than
most
organizations
can,
on
their
own,
primarily
because
the
recruiting
firms/employment agencies possess largerdatabases
of, and wider access to, persons and
have a greater awareness of the
location of competencies needed by the client agen
cies.
招聘公司
或者职业中介现在越来越受欢迎,
尤其是在寻聘经理层
/
行政管理层方面的人才时
更是如此。
这种招聘方式费用很高,
不管这个组织是临时雇用应
急招聘工作组还是拥有一家定期取酬的
聘定招聘机构。
猎头公司
通常能比许多靠自己招聘的组织更快找到适合的人选,
主要是因为
这种招聘公司或者职业中介拥有更大的人才数据库,
并且与这些人有更为广泛地接触,
能够
更好地意识到哪些人具有客户所需要的能力。
Of
course,
it
is
possible
for
an
organization
to
reduce
the
risks
and
costs
of
recruitment
by
maintaining
a
small
cadre
of
full-time,
permanent
employees
and
meeting
an
unexpected
and
temporary need for staff through the
use of ad hoc and short-term contract workers who
come to
the position already trained.
p>
当然,组织有可能通过如下的方式来降低招聘的风险和成本,即:
通过雇用受过岗位培训的、
专门的短期合同工,
来维系一小支全职的永久骨干雇员队伍,
以
备在遇到没
有预见的临时需求时使用。
It is frequently said that
the best jobs are not advertised; their
availability is communicated by
word
of
mouth.
Networking,
therefore,
continues
to
be
a
viable
mechanism
for
recruiting,
especially at
the senior management level in certain industries.
In many instances, networking is a
strategy used by the recruitment
firms/employment agencies.
经常有人说,最好的工作是不
打广
告的,这种工作机会是通过口头传播的。因此,网络将继续成为一种确实可行的招聘
机制,
尤其是在(招聘)某些行业的高级管理层人员时更是如此。在许多情况下,
网络是招聘公司
或者职业中介使用的一种策略。
(1,292 words)
UNIT3
Leadership: Intentional
Influence
领导才能:
用心去发挥的影响力
By
Joseph Grenny
It
’
s
ironic that when you ask leaders
—
even good ones
—
what
constitutes leadership,
you often get
vague, disparate, and vapid responses.
You
’
d think that of all
people, this population
would offer
crisp and concrete definitions of their own
crucial work. Instead, you get references to
energizing,
visioning,
path-finding,
modeling,
and
a
dozen
other
tangents
of
real
leadership
—
but almost no
reference to the central task of leaders: influenc
ing.
当你向一些领导者——即使是
一些相当优秀的领导者—
—提问
“什么是领导才能”时,
你经常会得到各种含糊的、答非
所
问的、而且令人厌烦的回答,这真是令人啼笑皆非啊。你原本以为:在所有人中,这帮
人会
对他们自身所从事的重要工作下一个简要而具体的定义。
可
是,
你却只听到他提及激发活力、
远景规划、
< br>开拓进取、
商业建模,
以及其他一大堆与真正领导才能不
相干的话题——可就是
根本不提领导者的核心任务:发挥影响力。
This is especially disconcerting in an
era where Fortune 500 companies are crumbling
under
the weight of financial strain
and once powerful and confident leaders are
crawling to Washington
begging for
bailouts. The vast majority of
today
’
s crises are the
natural consequence of ineffective
or
misdirected
influence.
Either
leaders
have
been
incapable
of
influencing
their
employees
to
create
value
for
customers
(e.g.
the
U.S.
auto
industry),
or
they
’
ve
exerted
influence
that
has
driven
employees to unconscionable behavior bringing the
global economy to its knees (i.e. the
financial
sector).
Today
more
than
ever,
we
ought
to
see
clearly
that
leadership
isn
’
t
a
combination
of
fuzzy
concepts
and
proclivities.
Leaders
are
responsible
for
intelligently
and
ethically influencing behavior in a way
that creates value.
这是令人尴尬的,特别是在这么一个
历史时期,
即:
财富
5
00
强公司在金融危机的重压下正在崩溃、
曾经大权在握且刚愎
自信的
领导者们正在向华盛顿卑躬屈膝地乞求紧急财政救援。现今这些危机绝大部分是(
领导者)
无能而误导的影响力造成的自然后果。
领导者们要么没
有能力影响其员工去为客户创造价值
(如美国汽车业)
,要么他
们所施加的影响导致员工的无良行为,使全球经济严重受损(即
金融部门)
。
我们现在应该比以往任何时候都更清楚地认识到:
领导才能不仅仅是一些含糊
概念和各种癖性的结合体。
领导者们要负责任地以创造价值的方式德才兼备地去影响其员工
们的行为
。
Fortunately, not all
leaders are missing the mark. I recently met one
of the few leaders who,
in
my
experience,
has
a
concrete
expression
of
leadership
on
the
tip
of
his
tongue.
Tim
Tassopoulos,
chief
operating
officer
of
Chik-fil-A,
says
it
this
way:
leadership
is
intentional
in
fluence.
幸运的是,并不是所有的领导者都是不靠谱的。最近我遇见了一位难得
的领导者,
他关于领导才能的具体表述呼之欲出,他就是
Chi
k-fil-A
的首席运营官提姆·塔索珀罗斯
(
Tim Tassopoulos
)
。
在谈到领导才能时他是这样说的:
领
导才能就是用心去发挥的影响力。
I
couldn
’
t agree more. For 20
years my colleagues and I have worked with leaders
to help
them increase their capacity
for influencing change. But it came as a surprise
to us that prior to
helping them learn
how to influence, we had to draw their attention
to it as their core work.
对这一
说法我是再赞同不过了。
在过去的二十年间,
我和我的同事们与
一些领导者共事过,
目的是
帮助他们提高其影响变革的能力。<
/p>
但结果让我们大为惊讶的是,
在帮助他们学会如何去影响
他人之前,我们还得先让他们注意到:发挥影响力才是他们的核心工作。
Tim,
on
the
other
hand,
understands
that
it
all
comes
down
to
whether
one
of
his
50,000
front-line associates
with a few discretionary minutes decides to lean
against a wall or walk out to
the
dining
area
and
clean
tables.
Tim
’
s
success
or
failure
as
a
leader
does
not
come
down
to
whether he is charismatic, visionary,
or inspirational. It comes down to whether, at the
end of the
day, people behave in ways
that improve results. Period.
不过,提姆认识到:一
切都归结到这么
一点上,即:他的五万名在一线作业的员工中,当某个人有几分钟可以自
由支配时,他到底
是选择侧墙而靠(休息一会儿)
,还是走出厂
房到餐饮区去擦餐桌。提姆所谓的领导者们的
成败并不取决于他是否具有魅力、
具有远见和鼓动力,
而取决于当一天结束时人们的行为是
否提高了劳动成果。情况就是这样。
With
that
said,
the
second
biggest
problem
leaders
face
is
that
few
of
them
have
any
systematic way of even thinking about
—
much less
practicing
—
influence. Oh, we complain
about
it
a
lot.
All
leaders
can
point
to
dysfunctional,
political,
unproductive
behaviors
in
their
organiza
tions.
这个问题说完了,接下来要说的就是领导者们面临的第二大问题:
他们中难
得有人对影响力问题哪怕系统地思考
过,
实践就更少了。
哎呀,我们对此发了很多牢骚,可
是领导者们一个个都强调他们的组织存在着种种机能不良行为、
政治行为
和生产效率低下行
为。
Given
that few leaders can even define leadership,
it
’
s no surprise that their
performance is
mediocre at best. We
recently studied the successes and failures of
more than 1,000 leaders from
50 global
companies to influence strategically critical
behavior change in their companies.
既然没<
/p>
有几位领导者能给领导才能下一个定义,
他们充其量也不过平平的
业绩就不足为怪了。
近来
我们做了这么一项研究,即:
50
家全球化公司的一千多位领导者的成败史是如何影响其公
司战略性重大行为的变化的。
We were
stunned to discover that fewer than 1 in 20 had
any evidence of success in spite of
their belief that change was crucial.
As we combed through the data, some key insights
emerged
that help us understand why so
few leaders either grasp or exert influence well:
我们震惊地发
现,尽管这些领导者们都相信变革是至关重要的,
但是他们中(只有)不到
5%
的人有迹象
表明其事业是成功的。
在我们梳理这些资料的过程中,
我们脑
中形成了以下一些重要而深刻
的见解,这些见解有助于我们理解为什么领导者中难得有人
既能掌握又能发挥好其影响力。
1. Leaders
act as if it
’
s not their job
to address entrenched habits.1.
领导者们的行为
似乎表
明:改变根深蒂固的习惯这项工作与他们无关
.
Most leaders put a great deal of time
into crafting strategy, selecting winning
products, and
engaging with analysts,
shareholders, and major customers. But few realize
the success or failure
of their grand
schemes lies in influencing the behavior of the
hundreds or thousands of people who
will have to execute the big ideas
—
their employees
.
绝大多数的领导者都花费大量时间去精
心制订规划,选择制胜
的产品,
维持其与分析师、
股东和主要顾客的紧密联系。但是他
们中
几乎没人意识到:
他们宏伟计划的成败取决于他们对成千上
万的、
那些具体落实这些宏大想
法的人——即他们的雇员们——
所发挥的影响力。
By contrast, the
most influential leaders
—
the 5% who succeed consistently at
influencing
profound
and
essential
behavior
change
—
spend
as
much
as
half
of
their
time
thinking
about
and
actively
influencing
the
behaviors
they
know
will
lead
to
top
performance.
The
95%
who
dither
and fail tend to delegate what they dismiss as
“
change
management
”
to
others, most often
leaders
in
human
resources
—
who
often
lack
the
credibility
to
influence
real
change.
The
average leader spends little, if any,
of his or her time on active efforts to create
behavior change.
Consequently, nothing
changes.
与此相反的是,
最具影响力的领导者们——即
那些只占
5%
的、
始终在成功地影响着
深刻而关键行为变革的领导者们——花费了多达其一半的时间,
去认真
< br>思考并积极影响那些他们认为即将带来最佳业绩的行为。而那
95%
因犹豫不决而失败的领
导者们,
则往往会把被他们贬
之为
“变更管理”
的任务下放给别人——通常是那些人力资源<
/p>
管理部门的领导者们,
而这些人又常常缺乏信誉,
无法对真正的变革发挥影响力。
水平一般
的领导者极少
——即使有的话——花时间积极努力地去创造行为的变革。
其结果是:
< br>一切如
故,什么变化也没发生。
2. Leaders lack a theory of
influence.2.
领导者们缺少一种关于影响力的理论
Very few leaders can even answer the
question,
“
How do you change
the behavior of a large
group of
people?
”
And yet,
0this is what they
’
re
ultimately paid to do. It
isn
’
t just about making
a decision; it
’
s
about getting people aligned to execute the
decision. And this means influence.
Imagine
discovering
just
as
the
anesthesia
is
taking
effect
that
your
heart
surgeon
—
the
one
hovering
over your chest with a scalpel
—
is working off
a
“
gut
hunch
”
about how
to conduct
a
bypass.
Unless
leaders
become
articulate
about
a
repeatable
and
effective
way
of
influencing
profound, rapid,
and sustainable behavior change
—
they
’
ll continue
to rack up predictably high
failure
rates at leading change.
只有为数极少的领导者能回答以下
的问题:
“你是如何改变一大
群人的行为的?”
这就是他们工作的最终目的。
这并非事关决策的问题,
而是事关组织人们
形成合力去实施决策的问题。
这就是影响力的
内涵。
想象一下那会是一种什么样的情景:
麻
< br>醉剂已经开始生效,
而你却发现你的那位心脏手术外科医生——就是那个手拿着手
术刀在你
胸前摆动的人,还在想打消他“心里的疑团”
:这台分
流术到底该怎么做。除非领导者们变
得能够清晰有力地显示出他们能不断有效地对深刻、
快速而又持续开展的行为变革产生影
响,否则,可以预见,他们将继续提高其在领导变革
中的失败率。
3. Leaders confuse
talking with influencing. 3.
领导者们将磨嘴皮说服
人与发挥影响力混
为一谈了
Many
leaders think influence consists of little more
than talking people into doing things.
It
’
s no wonder most
influence efforts start with PowerPoint
presentations. But profound, persistent,
and overwhelming problems demand more
than verbal persuasion. Anyone
who
’
s ever tried to
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