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视听说原文及翻译

Unit 1

As the owner of a small business selling software I find it hard to recruit good people in today‘s tight labor market and having got people on board, there is an equally, if not more difficult task of keeping them happy. Staff turnover is a real problem. Two years ago our staff turnover at Epmus plc was out of control. We were consistently losing staff across the spectrum from clerical workers to senior managers, but our real worry was the skilled tehdnical people who were leaving us. They comprised a bulk of our work force so we brought in a group of consultants to help us figure out why they were leaving. It wasn‘t too difficult to see what had gone wrong. Getting new recruits to deal with clients without any specialist training wasn‘t a good idea. We were putting our staff in an unfair position, especially when they had to reach sales targets. Nor was the system of evaluating employee performance only once a year a good idea. It meant we won't pick up potential problems early enough. So having conducted our assessment we established a formal plan to retain the people who had worked so hard to recruit and hire. We laid out specific steps for communicating with our staff.

作为一家销售软件的小企业的所有者,我发现在当今紧张的劳动力市场中很难招募到优秀的人才,而且已经有人加入了公司,这是一项同样的任务,即使不是更困难,也要让他们快乐。人员流动是一个真正的问题。两年前,我们在爱普斯公司的员工流动失控了。从文书工作者到高级管理人员,我们一直在裁员,但我们真正担心的是那些离开我们的技术熟练的技术人员。他们占了我们大部分的劳动力,因此,我们请了一群顾问来帮助我们弄清楚他们为什么要离开。不难看出出了什么问题。让新员工在没有任何专业培训的情况下与客户打交道不是一个好主意。我们让我们的员工处于不公平的地位,特别是当他们必须达到销售目标时。一年只评估一次员工绩效的制度也不是一个好主意。这意味着我们不能及早发现潜在的问题。因此,在进行了评估之后,我们制定了一个正式的计划,以留住那些努力招聘和雇用的人。我们制定了与员工沟通的具体步骤。

Firstly, every year we close down the company and invite our entire staff to an off-site meeting. We talk shop and it gives us a chance to reinforce what the company vision is. It is after all essential that everyone is aware of where we are going and what we have to achieve. Then to build on this ground work, the section managers send e-mail messages every 3 months to describe any modifications there have been to that division. As the process took hold we noticed that doing this quarterly w asn‘t adequate. As a result I now have a meeting once a week with the managers who are directly responsible to me to review and revise their departmental goals. However, in my view, communicating the plan of where the company is headed is something let me down on a continual basis ever amid the often chaotic day-to-day undertakings of our fast-growing company. I think that this jogs to the memory or to be incorporated into every CEO’s usual interaction with their staff. Our staff turnover rate has fallen to just over 30 percent this year which we were very pleased with. And the steps we took might prove useful to other enterpreneurs. There are key things that need to be done. For example, set up meetings every 3 months or so with your most important personnel and use these occasions to provide feedback, and talk about any problems the staff may have. In addition, make sure new recruits are put through a proper 2-week training period and spend time with a mentor

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