2019年翻译资格考试中级笔译练习题：激励优质员工
汉译英
激励优质员工
企业是否能够发掘、吸引、并留住高素质、高效率、能为企业建言献策的人才，已经成为企业确保竞争力的决定性因素。
与发掘相比，我们更容易对优质的员工下定义。他们具有无限的精力与热情，这些素质即使在糟糕的日子里也能闪闪发光。他们富有创意，行动敏捷，富有成效。他们不仅以振奋人心的言辞鼓舞着别人，而且身体力行，发挥表率作用。像这样的员工能够推动企业攀登一个又一个高度。
问题在于具备这些品质的员工对于企业的竞争对手而言也具有巨大的吸引力，所以很有可能被猎头挖走。这样的人才一旦流失，给企业带来的经济损失是十分巨大的，这其中不仅包括高昂的培训成本，还包括生产能力的衰减和士气的衰退。
然而，流失的高效员工并不都是被挖走的，有些人才是企业自己丢失的。高效员工离开，通常是因为企业不懂得如何留住他们。很多老板对于潜在的高效员工，尤其是年轻员工的追求一无所知或是漠不关心。
企业应当思考这样的员工是可能如何看待一些重要的激励因素的。
金钱仍然是一种重要的激励因素，但老板不应当把钱看成是唯一起重要作用的激励因素。事实上，高效员工认为他们获得丰厚的薪酬是理所当然的。他们还寻求其他方面的动力。
对于新人来说，放权是一种尤其重要的激励机制。高效员工渴望感到自己“拥有”能发挥自己创造力的项目。聪明的老板会提供这样的机会。
具有挑战性的工作对于高效员工来说，是另一个关键性的激励因素。高效员工觉得自己服务的企业对于未来的发展方向缺乏明确的认识，他们就会丧失积极性。
企业应该为高效员工提供自我发展的平台。高效员工极度渴望发展技能，丰富履历。提供“充电”的机遇是企业留住高效员工的另一个必要措施。他们的工作要多样化，需要给他们时间进行创造性思考，让他们掌握新的技能。为高效员工配备师傅或导师，是企业决心推动他们快速成长的信号。
在能够获得良好的行政支持的环境下工作，员工能够做出不俗的表现。员工都不愿意看到自己为企业获得的成功仅仅因为他人的低效和支撑部门的无能而付诸东流。
最重要的是，高效员工，尤其是年轻的员工，希望感到他们服务的企业将其视为特殊的人才。一旦他们觉得企业将自己仅仅作为高效商品来看待，而不是作为人来加以重视，他们的忠诚度一落千丈也就不足为奇了。相反，如果企业为员工的发展进行投资，就很可能赢得他们的忠诚，就能培育出高效创新的团队，这会让竞争对手感到惶惶不安。
参考译文
Employment.
An organisation's capacity to identify, attract and retain high-quality, high-performing people who can develop winning strategies has become decisive in ensuring competitive advantage.
High performers are easier to define than to find. They are people with apparently limitless energy and enthusiasm, qualities that shine through even on their bad days. They are full of ideas and get things done quickly and effectively. They inspire others not just by pep talks but also through the sheer force of their example. Such people can push their organisations to greater and greater heights.
The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted. The financial impact of such people leaving is great and includes the costs of expensive training and lost productivity and inspiration.
However, not all high performers are stolen, some are lost. High performers generally leave because organisations do not know-how to keep them. Too many employers are blind or indifferent to the agenda of would be high performers, especially those who are young.
Organisations should consider how such people are likely to regard important motivating factors.
Money remains an important motivator but organisations should not magine that it is the only one that matters. In practice, high performers tend to take for granted that they will get a good financial package. They seek motivation from other sources.
Empowerment is a particularly important motivating force for new talent. A high performer will seek to feel that he or she 'owns' a project in a creative sense. Wise employers offer this opportunity.
The challenge of the job is another essential motivator for high performers. Such people easily become demotivated if they sense that their organisation has little or no real sense of where it is going.
A platform for self-development should be provided. High performers are very keen to develop their skills and their curriculum vitae. Offering time for regeneration к another crucial way for organisations to retain high performers. Work needs to be varied and time-should be available for creative thinking and mastering new skills. The provision of a coach or montor signals that the organisation has a commitment to fast-tracking an individuals development.
Individuals do well in an environment where they can depend on good administrative support. They will not want to feel that the success they are winning for the organisation is lost because of the inefficiency of others or by weaknesses in support areas.
Above all, high performers - especially if they are young - want to feel that the organisation they work for regards them as special. If they find that it is not interested in them as people but only as high performing commodities, it will hardly be surprising if their loyalty is minimal. On the other hand, if an organisation does invest in its people, it is much more likely to win loyalty from them and to create a community of talent and high performance that will worry competitors.
