外文翻譯--怎樣增加招聘方式的多樣性

1、<p>　　中文2955字,2100單詞，1.1萬英文字符</p><p>　　出處：Tipper J. How to increase diversity through your recruitment practices[J]. Industrial & Commercial Training, 2013, 36(4):158-161.</p><p><b&

2、gt;　　外文文獻(xiàn)翻譯譯文</b></p><p><b>　　外文原文</b></p><p><b>　　原文：</b></p><p>　　How to increase diversity through your recruitment practices</p><p>　　

3、Jeremy Tipper </p><p>　　Increasing diversity whilst recruiting has been one of the hot topics in the UK employment marketplace for the last couple of years. The debate has often been driven by the public sec

4、tor which has been the source of much best practice, whilst in the corporate sector, legal compliance has been the primary driver behind most diversity recruiting. The introduction of The Employment Equality Regulations

5、2003 has made it illegal to discriminate or harass in the workplace on the grounds of sexual orie</p><p>　　1. Know your market</p><p>　　In order to effectively recruit from minority groups, it i

6、s important to understand your available talent market. Use internal resources to help you get to know your market place. Market research, marketing and sales departments, and corporate communications functions tend to b

7、e a rich source of information in relation to the diversity of your customer base. Learn from your sales and marketing team who, given the commercial benefit, will have developed a sophisticated strategy for attracting a

8、nd</p><p>　　In addition, official records exist, providing further information. For example, the 2001 census can give an accurate breakdown of the minority ethnic population of Great Britain – which grew by

9、53 per cent between 1991 and 2001, from 3.0million to 4.6 million.</p><p>　　While books and other materials, buildings, hardware, software and systems are key parts of organizations, people are what make the

10、 key difference. This is the first of the major changes in thinking about organizations over the last few years which I want to flag up. While technology and resources become more and more widely and quickly, if not free

11、ly, available, building an organization of people trained and motivated to deliver the highest quality of service takes immense time and effort. A fo</p><p>　　Not the least reason for this is the recognition

12、 that the people you recruit need to be both ever more skilled and more adaptable if they are to provide the level of service required in a climate of constant change.</p><p>　　It is tempting, perhaps, to se

13、e universities as havens of calm and predictability where everywhere else is rapid change – still centres in a turning world. But I am sure few would agree with me. Change and the pressure for change is constant. Commerc

14、ial organizations increasingly recognize the need to equip their people to provide their businesses with “competitive advantage” and to maintain that advantage by making ever more rapid improvements. While the terminolog

15、y and “currency” may be differ</p><p>　　2. Build the business case</p><p>　　The linchpin to the success of any diversity recruitment programme is to win the hearts and minds of those it will mos

16、t closely impact – hiring managers. A sound commercial justification for recruiting for diversity is crucial. The diversity issue is now widely recognised in the marketplace and organisations as varied as Ford, BT, the P

17、olice and JP Morgan have all appointed senior executives as diversity directors. Most companies Industrial and Commercial Training appreciate that there is a comm</p><p>　　Vodafone is one organisation that h

18、as a positive approach to attracting international talent across key European locations. It is conscious that it is a global business and wants its workforce to reflect this, recognising that sharing and learning about c

19、ultural differences is key to its ability to succeed on a global scale. Capital has run many recruitment projects for Vodafone, and building a diverse talent pool has been a key objective on the majority of these project

20、s.</p><p>　　Dr John Sullivan, head of the human resource programme at San Francisco State University, and ex-chief talent officer globally for Agilent Technologies, suggests the following key facets to the p

21、otential commercial impact (source: Diversity Recruiting by Dr John Sullivan, www.sfsu.edu):Achieving excellence through access to quality. Diverse thinking enhances evaluation and problem-solving ability, in part due to

22、 different frames of reference.</p><p>　　Product sales. Product sales increase as a workforce reflects the interests and needs of the customer base which, for most organisations these days, is globally dispe

23、rsed.</p><p>　　Product features. Having diversity on product development teams helps ensure that products have features that are desired and can be easily utilised by more people.</p><p>　　Adver

24、tising and marketing become more effective. Having diverse people collaborate on the design of advertising campaigns results in a more effective project, because advertisements can be understood by and reach a culturally

25、 broader audience.</p><p>　　Globalisation. As companies become more global, it is essential that everyone thinks and acts with a broader understanding of the different ways to solve problems and sell product

26、s. Employees and shareholders. Diversity is one of the key elements that attracts and retains top performers. Also, in a changing world where more diverse people own stock, expectations for a diverse workforce increase.&

27、lt;/p><p>　　Customer service. Employees from diverse backgrounds understand and thus provide better service to diverse customers.</p><p>　　Bola M. Ogun is the chair of the board of trustees at Wind

28、sor Fellowship (a charity which aims to demonstrate how a diverse population can add substantial value to the economic, social and political well being of the UK). He adds:Increasing an organisation’s diversity is crucia

29、l to ensuring that businesses (whether public sect or organisations delivering a service to the community; or a commercial company selling products or services) do not alienate any potential customers or consumers.</p

30、><p>　　3. Channels to market</p><p>　　The key to success in diversity recruitment is to widen the pool of recruits that you are targeting, and to have an effective strategy to reach your target aud

31、ience. Ogun explains: The most important aspect of recruitment from a consumer’s or customer’s point of view is that the best people are recruited to do the job. Employees Table I UK population size by ethnicity in 2001

32、Total population Minority ethnic population Count % (%)</p><p>　　White 54,153,898 92.1 n/a</p><p>　　Mixed 677,117 1.2 14.6</p><p>　　Asian or Asian British</p><p>　　Indi

33、an 1,053,411 1.8 22.7</p><p>　　Pakistani 747,285 1.3 16.1</p><p>　　Bangladeshi 283,063 0.5 6.1</p><p>　　Other Asian 247,664 0.4 5.3</p><p>　　Black or Black British</

34、p><p>　　Black Caribbean 565,876 1.0 12.2</p><p>　　Black African 485,277 0.8 10.5</p><p>　　Black other 97,585 0.2 2.1</p><p>　　Chinese 247,403 0.4 5.3</p><p>　

35、　Other 230,615 0.4 5.0</p><p>　　All minority ethnic population 4,635,296 7.9 100</p><p>　　All population 58,789,194 100 n/a</p><p>　　How to increase diversity through your recruitme

36、nt practices</p><p>　　Jeremy Tipper Industrial and Commercial Training are the backbone to an organisation’s competitive advantage, and if the organisation does not target mature workers, or women, or ethnic

37、 minority communities, for example, then it is a failure to use the widest talent pool available to find the best employees.</p><p>　　Outlined below are examples of best practice to help organisations reach

38、as wide a talent pool as possible: Communicate why you are targeting diverse employees: Ogun comments: For well-founded historic reasons, many minority groups might be suspicious of organisations’ reasons for targeting r

39、ecruitment strategies at them. Organisations must take deliberate steps to counter these fears and suspicions, and clearly state that they recognise individuals’ talent, and are aiming to recruit the best pe</p>&

40、lt;p>　　Employee referrals: there is a school of thought that employee referral programmes are actually anti-diverse in that they perpetuate the lack of diversity of the existing workforce. However, if used imaginative

41、ly they can be hugely valuable. Proactively approach employees from diverse backgrounds and ask them to support your diversity programme by referring people known to them. Also use the induction process to gather names o

42、f people from new starters’ previous employers and local communities.</p><p>　　Think laterally about your media strategy: use both traditional and on-line media that is read by your target audience rather th

43、an stereotypical trade magazines and national press you might normally use.</p><p>　　Use your Web site to promote diversity: highlight practical examples of diversity in your organisation (for example, case

44、studies of employees from different backgrounds or ages) as well as the policies you have in place.</p><p>　　Develop “evangelists” for your business on the benefits of the company’s diversity recruiting and

45、its impact on the business.</p><p>　　4. Reward greater diversity recruiting</p><p>　　Traditional measures of success in the recruiting are a lot cost and time of hiring. Most firms refuse to giv

46、e recruitment agencies extra incentives for identifying diversity candidates or for successfully recruiting diverse individuals. In recruiting, “what you want done gets done faster when it is rewarded”, so measuring and

47、rewarding recruiters for diversity hires becomes an essential element of success.</p><p>　　Really successful companies in this field also ensure hiring managers are rewarded for great diversity recruiting. A

48、 significant portion of all individual hiring managers’ pay (between 5 and 10 per cent) should be based on diversity recruiting and retention results. In addition, senior management should have their pay based on produci

49、ng results. In the challenging world of investment banking, Morgan Stanley has implemented such a strategy and its impact has been enormous on the diversity of its </p><p>　　5. An ongoing focus</p>&l

50、t;p>　　Recruiting for diversity cannot simply be perceived as successful, once new diverse employees have joined the organisation. Equally important is the integration and retention of a diverse workforce. Organisation

51、s need to invest time in understanding these employees’ personal drivers and motivators, which may vary significantly from existing staff. Kit Thacker, learning and development consultant at MAST International, believes

52、that organisations should take a proactive approach to understanding </p><p>　　Ogun agrees: Organisations must treat all employees as individuals, and should not make new recruits from minority backgrounds f

53、eel that they have been singled out because they are different. They must How to increase diversity through your recruitment practices provide a clear communication avenue where employees can feedback any concerns or iss

54、ues they may be experiencing, so the organisation can address these. Organisations are often very fearful of having harassment or discrimination accusat</p><p>　　However, more important is the approach a com

55、pany takes to address issues of unfair treatment when they arise, rather than the issue itself.</p><p>　　Capital Resource Consulting helps organizations design and execute solutions for recruitment best prac

56、tice. The Windsor Fellowship is a leading educational charity that works in partnership with leading global corporations, FTSE 100 companies, leading government departments, schools, education authorities and parents to

57、deliver personal and professional development programmes for black and minority ethnic school students, undergraduates and graduates.</p><p><b>　　二、翻譯文章</b></p><p><b>　　譯文：<

58、/b></p><p>　　怎樣增加招聘方式的多樣性</p><p><b>　　杰里米</b></p><p>　　招聘方式的日益多樣化，一直是過去幾年英國(guó)就業(yè)市場(chǎng)的熱門話題之一。這一爭(zhēng)論往往是由公共部門驅(qū)動(dòng)，這一直是備受關(guān)注的最佳實(shí)踐來源，法律的遵守情況是多樣性招募背后的主要推動(dòng)力。2003頒布的就業(yè)平等條例避免了就業(yè)歧視以及工作場(chǎng)所

59、中的性別歧視、宗教歧視。經(jīng)濟(jì)和商業(yè)利益為通過日益多樣化的商業(yè)案例和企業(yè)招聘計(jì)劃提供了堅(jiān)實(shí)的基礎(chǔ)，應(yīng)該沒有不同之處。下面是一個(gè)有效的多元化發(fā)展的招聘計(jì)劃。 一、了解你的市場(chǎng) 為了有效地從少數(shù)群體招聘，了解可用的人才市場(chǎng)是重要的。使用內(nèi)部資源，幫助你了解你的市場(chǎng)。市場(chǎng)調(diào)研、營(yíng)銷和銷售部門、企業(yè)通信功能往往是得到豐富的基于客戶的信息來源。從您的銷售和營(yíng)銷團(tuán)隊(duì)中學(xué)習(xí)，誰由于商業(yè)利益，將要改進(jìn)已經(jīng)制定的為了吸引和保留不同客戶的策略。此

60、外，官方記錄的存在，提供了進(jìn)一步的信息。二、建立商業(yè)案例 任何多樣性招聘計(jì)劃成功的關(guān)鍵是贏得人心和思想，尤其是最密切的影響 - 招聘經(jīng)理。一個(gè)良好的商業(yè)招聘理由是至關(guān)重要的。招聘的多樣性問題現(xiàn)在在市場(chǎng)得到了廣泛認(rèn)可，而且組織形式多種多樣。福特、英國(guó)電信、警方和JP摩根都擁有全體董事任命的高級(jí)管理人員。大多數(shù)工業(yè)公司和商業(yè)培訓(xùn)</p><p>　　三、渠道市場(chǎng) 多樣性的招聘成功的關(guān)鍵是擴(kuò)大市場(chǎng)

61、，明確您的目標(biāo)，并有一個(gè)有效的策略，以達(dá)到您的目標(biāo)。奧貢解釋說：招聘最重要的方面，是根據(jù)消費(fèi)者或客戶的觀點(diǎn)招募優(yōu)秀的員工來完成工作。如何增加你的招聘方式的多樣性，通過工業(yè)和商業(yè)培訓(xùn)工人，婦女或少數(shù)族裔是一個(gè)組織增加競(jìng)爭(zhēng)優(yōu)勢(shì)的方式，如果組織不針對(duì)那些員工就不能使用最廣泛的人才庫找到最好的雇員。 以下列舉的例子是幫助組織達(dá)成盡可能廣泛的人才庫的最佳實(shí)踐：對(duì)不同員工進(jìn)行有目標(biāo)的溝通。奧貢評(píng)論：對(duì)于有根有據(jù)的歷史原因，許多少數(shù)民族員工

62、的目標(biāo)可能是進(jìn)行招聘的組織能夠平等的看待他們。企業(yè)必須采取謹(jǐn)慎的步驟來對(duì)付這些恐懼和懷疑，并且明確表示他們認(rèn)識(shí)到個(gè)人的才華，并針對(duì)擬招聘可用角色的最佳人選提供競(jìng)爭(zhēng)優(yōu)勢(shì)。 員工推薦：有一種思想反映員工推薦方案實(shí)際上是多樣的，他們延續(xù)了現(xiàn)有人力資源的缺乏。但是，如果他們可以發(fā)揮想象力巨大的價(jià)值。主動(dòng)支持和推薦來自不同背景的員工，要求他們支持知道的多樣化項(xiàng)目。還可以使用感應(yīng)過程以收集來自新雇主和當(dāng)?shù)厣鐓^(qū)的人的名字。 想想你