Fit-for-Hiring--翻譯

1、Fit for Hiring? Its Mind Over MatterNEW YORK - Members of Americas professional and managerial classes have always left college confident of at least one thing: they had taken their last test. From here on, they could rely on charm, cunning and/or a record of accomplishment to propel them up the cor

2、porate ladder.But thats not necessarily true any longer. A growing number of companies, from General Motors Corp to American Express Co., are no longer satisfied with traditional job interviews. Instead, they are requiring applicants for many white-collar jobs - from top executives down - to submit

3、to a series of paper-and-pencil tests, role-playing exercises, simulated decision-making exercises and brainteasers. Others put candidates through a long series of interviews by psychologists or trained interviewers.The tests are not about mathematics or grammar, nor about any of the basic technical

4、 skills for which many production, sales and clerical workers have long been tested. Rather, employers want to evaluate candidates on intangible qualities: Is she creative and entrepreneurial? Can he lead and coach? Is he flexible and capable of learning? Does she have passion and a sense of urgency

5、? How will he function under pressure? Most important, will the potential recruit fit the corporate culture?These tests, which can take from an hour to two days, are all part of a broader trend. Companies are getting much more careful about hiring, said Paul R. Ray Jr., chairman of the Association o

6、f Executive Search Consultants.Ten years ago, candidates could win a top job with the right look and the right answers to questions such as Why do you want this job?. Now, many are having to face questions and exercises intended to learn how they get things done.They may, for example, have to descri

7、be in great detail not one career accomplishment but many - so that patterns 35 of behavior emerge. They may face questions such as Who is the best manager you ever worked for and why? or What is your best friend like?. The answers, psychologists say, reveal much about a candidates management style

8、and about himself or herself.The reason for the interrogations is clear: many hires work out badly. About 35 percent of recently hired senior executives are judged failures, according to the Center for Creative Leadership in Greensboro, North Carolina, which surveyed nearly 500 chief executives.The

9、cost of bringing the wrong person on board is sometimes huge. Searching and training can cost from $5000 for a lower-level manager to $250,000 for a top executive. Years of corporate downsizing, a trend that has slashed layers of management, has also increased the 50 potential damage that one bad ex

10、ecutive can do. With the pace of change accelerating in markets and technology, companies want to know how an executive will perform, not just how he or she has performed.Years ago, employers looked for experience - has a candidate done this before? said Harold P. Weinstein, executive vice-president

11、 of Caliper, a personnel testing and consulting firm in Princeton, New Jersey. But having experience in a job does not guarantee that you can do it in a different environment.At this point, most companies have not shifted to this practice. Some do not see the need or remain unconvinced that such tes

12、ting is worth the cost. But human-resource specialists say anecdotal evidence suggests that white-collar testing is growing in popularity. What has brought so many employers around to testing is a sense of the limitations in the usual job interview. With so little information on which to base a deci

13、sion, most people hire people they like, rather than the most competent person, said Orv Owens, a psychologist in Snohomish, Washington, who sizes up executive candidates. Research has shown, he said, that most decision makers make their hiring decisions in the first five minutes of an interview and

14、 spend the rest of the time rationalizing their choice.Besides, with advice on how to land a better job about as common as a ten-dollar bill, many people are learning to play the interview game.Even companies that have not started extensive testing have toughened their hiring practices. Many now do

15、background checks, for example, looking for signs of drug use, violence or sexual harassment. But the more comprehensive testing aims to measure skills in communications, analysis and organization, attention to detail and management style; personality traits and motivations that behavioral scientist

16、s say predict performance.適合招聘嗎？主要取決于精神在紐約，美國(guó)的專業(yè)和管理類的成員總是信心滿滿的畢業(yè)，因?yàn)樗麄冇X(jué)得至少通過(guò)了最后的測(cè)試。從這里開(kāi)始，他們可以依靠魅力，詭詐以及獲得非凡的成從而推動(dòng)自己攀上企業(yè)的階梯。但是，現(xiàn)在不再一定是這樣了。越來(lái)越多的公司，從通用汽車(chē)公司到美國(guó)運(yùn)通公司，他們都不再滿足于傳統(tǒng)的工作面試。相反，他們都要求申請(qǐng)人做許多白領(lǐng)類工作，上至高層管理，下至屈從于一系列的筆試，角色扮演練習(xí)，模擬的決策練習(xí)和腦筋急轉(zhuǎn)彎。有些還要求候選人需要通過(guò)一系列的心理專家或訓(xùn)練有素的面試官的面試才行。測(cè)試不是關(guān)于數(shù)學(xué)或語(yǔ)法，也不是關(guān)于那些老掉牙的生產(chǎn)，銷售和文職

17、人員早已被測(cè)試過(guò)的基本技術(shù)技能。相反的，雇主更注重評(píng)估候選人的無(wú)形資產(chǎn)素質(zhì)：她有創(chuàng)造力和創(chuàng)業(yè)能力嗎？他能領(lǐng)導(dǎo)和輔導(dǎo)別人嗎？他學(xué)習(xí)起來(lái)是否靈活和有能力呢？她是否有熱情和緊迫感呢？在壓力下，他將如何發(fā)揮作用呢？最重要的是，這個(gè)“潛力股”適應(yīng)企業(yè)文化嗎？這些短到一個(gè)小時(shí)，長(zhǎng)到兩天的測(cè)試已經(jīng)成為現(xiàn)在廣泛流行趨勢(shì)的一部分?！肮驹诠蛡蚍矫嬖絹?lái)越小心”獵頭顧問(wèn)協(xié)會(huì)主席Paul R. Ray Jr說(shuō)道。十年前，候選者可以憑借得體的長(zhǎng)相或?qū)τ凇澳銥槭裁聪胍@份工作？”這個(gè)問(wèn)題準(zhǔn)確的回答而贏得最高職位。但現(xiàn)在，他們必須面對(duì)一些問(wèn)題和練習(xí)，旨在了解他們?nèi)绾尾拍馨咽虑樽龊谩＠?，他們可能需要描述不止一個(gè)而是很多職業(yè)

18、生涯的成就，從而行為準(zhǔn)則35條就應(yīng)運(yùn)而生了。他們可能面臨類似這樣的問(wèn)題，如“在你曾經(jīng)的工作中，誰(shuí)是最好的經(jīng)理，為什么？”或“你最好的朋友是什么樣的？”心理學(xué)家說(shuō)，對(duì)于這些問(wèn)題回答，很大程度的透露了候選者的管理方式和他（她）自己是什么樣的。根據(jù)在北卡羅來(lái)納州格林斯博羅的創(chuàng)意領(lǐng)導(dǎo)力中心的一項(xiàng)對(duì)近500名高級(jí)行政人員的調(diào)查中發(fā)現(xiàn)，最近雇傭的高級(jí)管理人員中有35的人是被認(rèn)為為失敗者的。因此詢問(wèn)的原因是顯而易見(jiàn)的，那就是：許多員工工作起來(lái)很差勁。招聘一個(gè)錯(cuò)誤的候選人的代價(jià)有時(shí)是巨大的。尋找和培訓(xùn)費(fèi)用從5000美元的低等級(jí)經(jīng)理至250,000美元的高級(jí)經(jīng)理不等。一個(gè)不好的總經(jīng)理的作為可以造成諸如多年的企業(yè)

19、裁員，管理層次削減的趨勢(shì)等50個(gè)潛在損害。隨著市場(chǎng)和技術(shù)變化步伐的加速，公司更想知道總經(jīng)理將如何執(zhí)行，不只是他或她怎樣執(zhí)行過(guò)?！岸嗄暌郧?，雇主還熱衷于尋找有經(jīng)驗(yàn)的人-這個(gè)候選人以前做過(guò)這個(gè)工作嗎？”新澤西州普林斯頓一家叫Caliper的個(gè)人測(cè)試與咨詢公司的執(zhí)行副總裁Harold P. Weinstein這樣說(shuō)過(guò)。但是，在一個(gè)地方有工作經(jīng)驗(yàn)不能保證你換一個(gè)不同的環(huán)境也可以做好?！霸谶@一點(diǎn)上，大多數(shù)公司卻沒(méi)有改變?nèi)ミ@樣實(shí)踐。一些公司仍看不到或者仍然不相信這樣的測(cè)試是值得的。但人力資源專家說(shuō)傳聞證據(jù)表明，這種白領(lǐng)的測(cè)試正越來(lái)越受歡迎。正是往常工作面試的局限感才讓越來(lái)越多的雇主去做這種測(cè)試。身價(jià)高達(dá)長(zhǎng)

20、官候選人的華盛頓斯諾霍米什心理學(xué)家Orv Owens曾說(shuō)過(guò)， “在獲得這樣少的信息而要去做決定時(shí)，大多數(shù)人會(huì)雇用他們喜歡的人，而不是最能干的人?！彼f(shuō)，“大多數(shù)決策者在他們面試的前5分鐘就做出錄用決定了，而剩下的時(shí)間則是合理化他所做的選擇?！贝送?，就像怎樣降落一張十元鈔票一樣，有了怎樣獲得一個(gè)較好工作的建議，很多人都在學(xué)著玩這個(gè)面試游戲。即使那些還沒(méi)有開(kāi)始廣泛測(cè)試的公司也已經(jīng)增強(qiáng)其雇用行為。許多公司現(xiàn)在做背景調(diào)查，例如，尋找用藥，暴力或性騷擾的跡象。但更全面的測(cè)試，目的是為了衡量溝通、分析和組織、細(xì)節(jié)的注重和管理模式方面的技能；行為科學(xué)家們說(shuō)，人格特質(zhì)和意志可以預(yù)示人的行為表現(xiàn)。Proven

21、environmental commitment helps create committed customers.Jacquelyn Ottman1. When self-proclaimed Patagonics dial up Patagonia, they know they will receive more than a high-quality fleece anorak or a waterproof pair of hiking boots. Thank s to the California-based retail firms outdoor clothing catal

22、og and it exemplary method of communicating its corporate environmentalism, customers are not only knowledgeable about the companys environmental progress, they are loyal, too.2. when purchasing products from Patagonia, customers also buy into a commitment to environmental restoration. Patagonias ex

23、ample demonstrates good green-marketing strategies.Educate consumers on environmental product attributes and benefits.3) Patagonia takes pains to explain its products earth-friendliness and show customers the big picture. For example, in the mid-1990s, Patagonia began using organically-grown cotton

24、exclusively. In addition to highlighting the organic merchandise in product descriptions in catalogs, essay explained why organically-produced products are environmentally preferable.4) other essays expanded the issue beyond individual products and processes. In a 1996 catalog essay, for example, ce

25、o yvon chouinard explained the rationale behind the companys switch to organically-grown cotton, including the problems associated with producing conventional cotton, the larger long-term benefits of investing in organically-grown products and the need to think about long-term sustainability issues

26、when choosing products.5) one might assume that explaining the benefits of organic cotton in catalogs was a strategic move, since the company had to justify the $2 to $10 premium per garment. But other essays, for instance, addressed environmental issues not directly linked to company profit.6) broa

27、d environmental education teaches consumers that although thinking and buying green is more expensive, environmental is less taxing on the earth in the long run, and therefore, on individuals.Use a variety of media.7) patagonias advertising and company literature aim to educate. Instead of a catalog

28、 packed only with sales information, patagonias catalog is more like national geographic. Demonstrations in patagonias retail store engage customers with interactive displays of the earths processes. Annual reports, pamphlets and other company literature explain new ideas in environmentalism. And Pa

29、tagonia was one of the first companies to discuss sustainability in paid media.Demonstrate tangible corporate environmental progress.8)Patagonia realize that customers sometimes doubt corporate environmental claims. To avoid consumer backlash, Patagonia publishes the result of its internal environme

30、ntal assessment.9) this report reviews all office, production and merchandising activities and uncovers opportunities to cut waste and reduce energy. Readers can see how Patagonia tries t conduct business in a socially responsible manager, from choosing long-lasting efficient light bulbs to providin

31、g on-site child care for employees children. The grounds around the companys headquarters even feature edible landscaping banana trees.10) though an environmental grants programs, dubbed earth tax, Patagonia pledges 1% of its sales or 10% of its pre-tax profit, whichever is greater, to small, local

32、preservation and restoration efforts. Thought April 1997, Patagonia had contributed more that $8m to hundreds of such organizations.11) believing that grass roots efforts do the most to raise community awareness of local problems, the earth tax program targets smaller grass roots organizations commi

33、tted to issues such as biodiversity, old-growth forests, environmentally preferable methods of resource extraction, alternative energy and water, social activism and environmental education. By funding more than 350 of these efforts each year, Patagonia helps raise community awareness nationwide.Emp

34、ower consumers to take action12) an annual earth tax report invites customers to apply for grants for local projects. Participants are quick to apply and inform the company about environmental successes. One recent catalog featured a customer sporting and insulated Patagonia guide jacket as she resc

35、ued a calf born during a Colorado snow storm.13) with powerful communication, meaningful corporate environmental progress and avenues for consumer activism, it is no wonder that even skeptics become Patagonia customers and customers become Patagonics成熟的環(huán)保承諾幫助建立致力于客戶。Jacquelyn奧特曼1。然后自封Patagonics撥號(hào)巴塔哥

36、尼亞，他們知道他們會(huì)得到更多的高品質(zhì)的羊毛夾克或防水的登山鞋一雙。謝謝s到加州的零售企業(yè)的戶外服裝目錄和通信企業(yè)環(huán)保示范性方法，客戶不僅了解公司的環(huán)保進(jìn)步，他們是忠誠(chéng)。2。從巴塔哥尼亞選購(gòu)產(chǎn)品時(shí)，客戶可以購(gòu)買(mǎi)到恢復(fù)環(huán)境的承諾。巴塔哥尼亞的例子演示了良好的綠色營(yíng)銷戰(zhàn)略。教育消費(fèi)者對(duì)環(huán)保產(chǎn)品的屬性和利益。3）巴塔哥尼亞需要不厭其煩地解釋其產(chǎn)品的地球友好，并顯示客戶大畫(huà)面。例如，在20世紀(jì)90年代中期開(kāi)始，巴塔哥尼亞使用專用有機(jī)種植的棉花。除了 目錄中的產(chǎn)品描述中突出有機(jī)商品，征文解釋為什么有機(jī)生產(chǎn)的產(chǎn)品是環(huán)保優(yōu)選。4）等論文擴(kuò)展超越個(gè)別產(chǎn)品和工藝問(wèn)題。在一個(gè)1996目錄作文，例如，首席執(zhí)行官伊馮喬

37、伊納德解釋的理由背后公司的開(kāi)關(guān)，以有機(jī)種植的棉花，包括與常規(guī)棉生產(chǎn)相關(guān)的問(wèn)題的更大的長(zhǎng)期利益，投資于有機(jī)種植產(chǎn)品和需要想想長(zhǎng)遠(yuǎn)的可持續(xù)發(fā)展問(wèn)題，在選擇產(chǎn)品時(shí)。5）人們可能會(huì)認(rèn)為解釋目錄有機(jī)棉的好處是一個(gè)戰(zhàn)略性的舉措，因?yàn)樵摴颈仨氉C明每件成衣2美元至10美元的溢價(jià)。但其他論文，例如，解決環(huán)境問(wèn)題直接關(guān)系到企業(yè)利潤(rùn)。6）廣泛的環(huán)境教育教導(dǎo)消費(fèi)者，雖然綠色思維和購(gòu)買(mǎi)更昂貴的，環(huán)境是在地球上少征稅從長(zhǎng)遠(yuǎn)來(lái)看，因此，對(duì)個(gè)人。使用各種媒體。7）巴塔哥尼亞的廣告和公司的文學(xué)宗旨教育。巴塔哥尼亞的目錄，而不是只與銷售信息目錄包 裝，更像是國(guó)家地理。示威在巴塔哥尼亞的零售商店搞客戶互動(dòng)展示地球的過(guò)程。年度報(bào)告

38、，小冊(cè)子和其他公司文獻(xiàn)解釋了新的環(huán)保理念。和巴塔哥尼亞是付費(fèi)媒體在討論可持續(xù)發(fā)展的首批公司之一。展示有形的企業(yè)環(huán)境進(jìn)步。8）巴塔哥尼亞意識(shí)到，客戶有時(shí)候也懷疑企業(yè)環(huán)境索賠。為了避免消費(fèi)者的反彈，巴塔哥尼亞公布其內(nèi)部環(huán)境評(píng)估的結(jié)果。9）本報(bào)告回顧了所有的辦公，生產(chǎn)和銷售活動(dòng)，并發(fā)現(xiàn)機(jī)會(huì)，以減少浪費(fèi)，降低能源。讀者可以看到巴塔哥尼亞如何試圖噸開(kāi)展業(yè)務(wù)，以對(duì)社會(huì)負(fù)責(zé)的經(jīng)理，從選擇長(zhǎng)效節(jié)能燈泡，以提供員工子女的現(xiàn)場(chǎng)兒童保育。甚至設(shè)有公司總部周?chē)睦碛墒秤妹阑?香蕉樹(shù)。10），雖然環(huán)境贈(zèng)款項(xiàng)目，被稱為地球稅，巴塔哥尼亞承諾其銷售額的1，其稅前利潤(rùn)的10，以較高者為準(zhǔn)，小，地方保護(hù)和恢復(fù)力度。1997年4

39、月，思想巴塔哥尼亞作出了貢獻(xiàn)，800萬(wàn)美元到數(shù)百個(gè)這樣的組織。11）認(rèn)為基層工作做最本地的問(wèn)題，以提高市民的環(huán)保意識(shí)，地球稅計(jì)劃的目標(biāo)更小的基層組織承諾的問(wèn)題，如生物多樣性，古老的森林資源開(kāi)采，環(huán)境最好的方法，替代能源和水，社會(huì)活動(dòng)和環(huán)境教育。巴塔哥尼亞每年資金超過(guò)350這些努力，有助于提高全國(guó)社區(qū)意識(shí)。使消費(fèi)者采取行動(dòng)12）每年大地稅報(bào)告邀請(qǐng)客戶申請(qǐng)補(bǔ)助地方項(xiàng)目。參與者快速申請(qǐng)，并告知該公司對(duì)環(huán)境的成功。最近的一個(gè)目錄客戶為特色的體育和絕緣巴塔哥尼亞指南夾克她救出牛犢出生在科羅拉多州的暴風(fēng)雪。13）具有強(qiáng)大的通訊的，有意義的企業(yè)環(huán)境的進(jìn)步和消費(fèi)者行動(dòng)的途徑，這也難怪，即使懷疑論者成為巴塔哥尼

40、亞的客戶，和客戶成為“Patagonics6 WRITING A LETTER OF INVITATION AND POSSIBLE REPLIES. (Not in the SB)Read the letters, Choose the best words from the options in brackets. WRITE three letters according to the models but containing your own information:a) A letter of invitation You invite a guest of honor to th

41、e annual dinner of your work group. Address it to the Public Relations Manager of the company sponsoring your project on You know the person by name.b) A reply accepting the invitationc) A reply declining the invitation whilst suggesting alternative arrangements.a)Dear Mr. Swan,We (want, wish, would

42、 like) to invite you to our annual conference on 15 February and (wonder, ask, demand) if you would consider being one of our guests (announcers, speakers, talkers).The theme we are promoting this year is the Single European Currency, and we would (admire, like appreciate) a contribution from your field of manufacturing how this would (afflict, affect, alter) you and your colleagues enterprises. Please, (