最新英语文集.docx

最新英语文集.docx

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最新英语文集

Hillary’sspeech

AdayafterlosingWisconsin,WhiteHousehopefulHillaryClintonunleashedablisteringcritiqueofChinawhilecampaigningWednesdayinblue-collarPennsylvania,warningtheAsiangiantmust"toetheline"ifshebecomespresident.

继威斯康辛州初选失败之后，美国总统候选人希拉里·克林顿于本周三在宾夕法尼亚州发表竞选演讲。

此次演讲的听众对象大多数宾州蓝领工人选民。

演讲期间，希拉里大肆抨击中国，并表示，假如她成为美国总统，中国必须“严守规则”。

TheeasternUSstate,whereorganizedlaborisaninfluentialforce,hostsitspresidentialprimariesonApril26.

美国东部州宾夕法尼亚州地区有大量劳动工人选民，该地区将会在4月26日举行初选。

"Chinaillegallydumpscheapproductsinourmarkets,stealsourtradesecrets,playsgameswiththeircurrency,givesunfairadvantagestostate-owned-enterprisesanddiscriminatesagainstAmericancompanies,"shesaid.

希拉里声称：

“中国在美国市场非法倾销产品，窃取我们的贸易机密，操纵货币汇率，给予中国国企特别待遇，歧视美国公司。

”

"WewillthrowthebookatChinafortheirillegalactions."

“我们将采取措施，严惩中国的违法行为。

”

Clinton’sremarks,deliveredtoastateAFL-CIOunionconventioninPhiladelphia,wereamonghermostforcefulcampaigntrailcommentsaboutBeijing.

当天，希拉里于费城美国劳工联合会-产业工会联合会（AFL-CIO）举行的大会中发表演讲。

自竞选以来，她这次演讲的内容是对中国最猛烈的批评之一。

HerrivalfortheDemocraticnomination,SenatorBernieSanders,addressesthegatheringThursday.

希拉里的劲敌——民主党候选人伯尼·桑德斯将于本周四发表竞选演讲。

Clinton,seekingtoregainherfootinginthenominationraceafterlosingsixofthelastsevenstatecontests,pointedtoherexperienceassecretaryofstateasameasureofherabilitytoinfluenceBeijing.

希拉里最近战绩欠佳，最近七场竞选中有六场都败在桑德斯手下。

希拉里再次提及她担任国务卿的经验，希望说服选民她有能力影响中国，并借此机会重拾优势地位。

"I’vegonetoetotoewithChina’stopleadersonsomeofthetoughestissuesweface,fromcyberattackstohumanrightstoclimatechangetotradeandmore,"shesaid.

希拉里表示，“我曾与中国领导人正面交锋，处理包括网路攻击、人权议题、气候变化、贸易等方面的棘手问题。

”

"Iknowhowtheyoperate,andtheyknowifI’mpresident,they’regoingtohavetotoetheline,becausewe’regoingtoonceandforallgetfairtreatment,orthey’renotgoingtogetaccesstoourmarkets."

希拉里说：

“我了解他们的做法，他们也明白，假如我成为总统，他们必需遵守规则，我们要一劳永逸地得到公平对待，否则他们不能进入我们的市场。

”

AtonepointshereferedtoChinaas"thebiggestabuserofglobaltrade."

希拉里在演说中强调，中国在全球违反贸易措施的国家中，名列首位。

ClintondefeatedBarackObamainPennsylvaniaintheir2008primarybattle,thankstosupportfromunionDemocrats,andsheaimstorepeathervictoryinthreeweeks’time.

2008年初选中，希拉里得到民主党工会力量的支持，在宾夕法尼亚州击败了奥巴马。

她希望此次在三周之内能够在宾夕法尼亚州大获全胜。

Butshewillneedtoreassureworkerswhohavecriticizedherlateoppositiontothetrans-PacifictradedealrecentlysignedbyPresidentBarackObama.SandershassteadfastlyopposedtheagreementfromDayOne.

不过，希拉里近期才公开表示反对奥巴马总统签署的跨太平洋伙伴关系协定（TPP），这令不少工人不满。

她的竞争对手桑德斯则一开始就明确表示反对协定。

"MymessagetoeveryworkerinPennsylvania,everyworkeracrossAmericaisthis:

Iwillstandwithyou,IwillhaveyourbackandIwillstopdeadinitstracksanytradedealthathurtsAmerica,"Clintonsaid.

希拉里表示：

“我希望对宾夕法尼亚州及全国的工人说，我会与你们同行，我会支持你们，我会阻止任何损害美国利益的贸易协定。

”

ShealsocriticizedSanders,insistingthat"inanumberofimportantareas,hedoesn’thaveaplanatall."

她同时不忘批评桑德斯，声称他在一些重要领域中，“完全没有计划”。

ClintonleadsSandersby52.7percentto35percentinaRealClearPoliticspollaverage,althoughthelatestpoll,releasedbyQuinnipiacUniversityonTuesday,putsClintonjustsixpointsahead.

据《真实政治网》进行的民调显示，希拉里和桑德斯分别取得52.7%及35%的支持率。

不过，昆尼皮亚克大学在周二进行的民调显示，事实上希拉里只领先桑德斯六个百分点。

Sheiswellaheadinthenominationsrace,butshehassufferedstingingdefeatsfortwoweeks.

目前，希拉里在竞选中虽然仍处于优势，不过在过去两周选情却备受挫折。

AwinintheNewYorkprimaryApril19isseenascrucialforherpreventingSandersfromsnatchingthenomination.

4月19日的纽约初选被视为关键之战。

希拉里只有在该场战役中胜出才能阻止桑德斯得到提名。

Buttheself-describeddemocraticsocialistfromVermontispopularwiththerankandfile.

桑德斯自称是来自佛蒙特的民主社会主义者，并深受大众欢迎。

"Idon’tthinkshe’sabadperson,andifshewinsthenominationI’llvoteforher,"saidDonLong,39,auniontelecommunicationsworker.

39岁的电讯工人唐·朗说：

“我不认为希拉里是坏人。

假如她取得提名，我会投她一票。

”

Butconsidering"somebodywhoisassolidlybehindorganizedlaborasBernieSandersis,"Longadded,"YougottogowithBernieSanders."

但他补充道，假如要挑选一直支持工会工人的候选人，桑德斯则是不二之选。

Jobdescription

Therearefewrecruitingpracticesinbusinessasfamiliarasthejobdescription,andoneofitsmostbasicandentrenchedcomponentsisthelistofcandidatequalificationsandskills.Forinstance,arecentjoblistingforasalesexecutivepositiononMsaidthatapplicantsmusthave“abachelor’sdegree,aminimumofatleasttwoyearssellinginhealthcareITorarelatedfield,excellentcommunicationskills,andbeateamplayerwithapositiveattitude.”

Thislistofqualificationsseemslikecommonsense.Andyet,thiscommonsenseapproachtorecruitingmaybethesinglebiggestobstacletohiringthebestpersonforajob.Why?

Becausesuchjobdescriptionsarerootedinaflawedandobsoletewayofthinkingaboutemployees.Thatis,theylookatcandidatesasaveragesinsteadofindividuals.

ThismisguidedmindsetoriginatedinEuropeinthe19thcenturywiththeinventionofthe“AverageMan”byaBelgianmathematician,whichledthefirstgenerationofsocialscientiststodevelopthepracticeof“typing”inwhichtheyaveragedthequalitiesofeachclassofpeopletodescribetheessentialtraitsofthe“soldiertype,”“criminaltype,”or“ironworkertype.”

Forthepastcentury,thesamekindofthinkinghasledtojobdescriptionsthatidentifythepresumedessentialqualitiesofatypeofemployee,suchasatypicalsalesexecutive.Thereisahugehiddenproblemwithtyping,however:

itsteersattentionawayfromwhatisrelevantandinformativeaboutanindividualcandidate.

Fortunately,thereisabetterapproachtorecruiting,onegroundedinanewinterdisciplinaryscienceknownastheScienceoftheIndividual.Thissciencerejectstheentirenotionofthe“AverageMan”andreliesonthemathof21stcenturydynamicsystemstheoryratherthan19thcenturystatistics.

Oneofthekeyconceptsofthescienceoftheindividualisthecontextprinciple,whichholdsthatperformancealwaysdependsontheinteractionofaspecificindividualandaspecificsituation;itismeaninglesstoevaluateanindividual’sabilityorpotentialwithoutreferringtotheenvironmentinwhichtheindividualwillbeperforming.

Thecontextprinciplehasalreadytransformedmanyofthefieldsthatoncereliedontyping.Oncologistshaveswitchedtheiremphasisfromstandardizedtreatmentsforstandardtypesofcancertopersonalizedtreatmentsthattargetthespecificphysiologicalcontextsofindividualcancer.Andbiologistsnolongerstudymodelsof“standardcells”butthedynamicactivityof“individualcellsincontext.”

Butthecontextprincipleholdsthepotentialforthegreatestimpactinbusinesshiring.

Insteadofdescribingthetypeofemployeeyouthinkyouwanttohire,thecontextprinciplesuggestsitisbettertofocusontheparticularperformanceajobdemandsandtheparticularcontextswheretheemployeewillbeperforming,andthenlookforcandidateswhohavesuccessfullyexecutedsimilarperformancesinsimilarcontexts.

Considerthesaleexecutivejobdescriptionabove.ThatjobrequiresthatcandidatespossessaBachelor’sdegree,probablybecausethetypicalsalesexecutivepossessesabachelor’sdegree.Next,thejobdescriptiondemandsaminimumoftwoyearsofexperience.Again,thisispresumablytheaverageamountofexperiencethatsimilarsalesexecutivespossess.Andfinally,insistingupon“excellentcommunicationskills”mightseemlikeano-brainer,butonceagainthisisanaverage-basedsummaryratherthansomethingpreciseandexplanatory.

Noneoftheserequirementsprovideinsightintotheactualconstellationofacandidate’sabilities,andmoreimportantly,fulfillingthemprovidesalmostnousefulinformationaboutwhetherthecandidatecanexecutethespecificperformanceweneedinthespecificjobcontexts.

Sowhatcanreplacethejobdescription’svenerablelistofqualificationsandskills?

Onemanwhohaspioneeredapracticalandeffectivecontext-focusedmethodofrecruitingisLouAdler,founderoftheLouAdlerGroup.Hedevelopedanewwaytorecruitandhireemployeesthathecalls“performance-basedhiring.”Adlerexplains:

“Insteadofdescribingthepersontheywant,employersdescribethejobtheywantdone.”

Beforeswitchingtoacareerinrecruiting,Adlerdesignedpartsforanaerospacemanufacturer.Thismightbewhyheapproachesthepracticeofselectingemployeeswiththemindsetofanengineerwhoknowsthatselectingtherightmaterialforapartdependsonaccurateknowledgeoftheenvironmentwherethepartwillbeused.

Adlergivesoneexamplewhereperformance-basedhiringproducedbetterresultsthanthegenericjobdescription.AsocialmediastartupinBritainneededtohiresomeonetoheadtheirmarketingteam.Theyputoutalistingofthequalificationsandskillsofatypicalmarketingdirectorandendeduphiringsomeonewithmanyyearsofmarketingexperienceandanimpressiveresume.

Yetheturnedouttobeacompletedisaster.Why?

Allofhisexperiencewasatlargecorporationswithsizablebudgetsandhierarchicalmanagement.Thestartup,however,wasmuchmoredynamicandfast-paced,withasmallermarketingbudgetandamoreinformalapproachtomanagement.Thenewcontextwasdifferentfromtheoneswherethemarketingdirectorhadbeensuccessful,andasaresulthewasaterriblefit.

Thestart-upturnedtoAdler,whousedperformance-basedhiringtohelpthemidentifyaverycounter-intuitiveprospect,apharmacistwithoutanymarketingexperience.ThoughtheCEOwasskepticalatfirst,Adlershowedhowthepharmacisthadactuallyperformedthesamekindsoftasksthatthestartup’smarketingdirectorwouldneedtodo,insimilarlydynamic,fast-paced,low-budget,informalsettings.Thepharmacistturnedou