外文翻譯--雇傭過程中的薪金問題

1、<p><b>　　中文3279字</b></p><p><b>　　1986單詞</b></p><p><b>　　外文文獻翻譯譯文</b></p><p><b>　　原文：</b></p><p>　　Money Matters in

2、the Hiring Process.</p><p>　　作者：Sammer, Joanne</p><p>　　Although job applicants are plentiful, salary is still up for discussion--and negotiation. </p><p>　　While unemployment has t

3、opped 9 percent and the economy remains shaky, many employers are filling job openings.</p><p>　　"Companies are being selective and taking a bit longer in the process, but they are still hiring," s

4、ays Don McDermott, president of D.G. McDermott Associates, a compensation consulting firm in Red Bank, N.J. "Even if they have instituted a hiring freeze, companies will still hire when the right person comes along.

5、"</p><p>　　Some employers are even willing to negotiate with applicants on compensation--especially applicants likely to be revenue-generating superstars.</p><p>　　In general, however, the

6、economic slowdown and job scarcity have led to significant changes in the compensation segment of the hiring process. Many employers are lowering starting salaries or keeping them flat, experts note, and they're find

7、ing many candidates flexible on compensation--sometimes even silent about it. Moreover, crafting executive compensation packages has become easier, some experts say.</p><p>　　First, Talk About Money </p&g

8、t;<p>　　The topic of compensation is coming up earlier now in the back-and-forth between applicant and employer, and with good reason, experts say. Because companies are often overwhelmed by overqualified candidat

9、es, pay can be a good way to narrow the field.</p><p>　　In addition, "there is so much variety in people's salary expectations these days that employers need to gather compensation information from

10、candidates as early in the hiring process as possible," recommends Josh Warborg, district president in Seattle for Robert Half International, a professional staffing firm based in Menlo Park, Calif. "There are

11、drastically different numbers being thrown around because candidates' expectations are all over the place."</p><p>　　At Dallas-based Match.com, an online dating service that's growing and profit

12、able, hiring is progressing at a slower pace than in recent years, and the compensation discussion is happening much earlier. "We want to know upfront if someone's salary requirements are beyond what we are will

13、ing to pay," says Steve Donnelly, senior manager of human resources. "Having the compensation conversation early in the process makes the entire hiring process a lot smoother." He adds, "It is not an

14、efficient us</p><p>　　Early notice on salary expectations also provides time to determine whether the candidate or the role itself may warrant salaries higher than the established maximum. "In some case

15、s, we let the manager know if a candidate is above the range and would require additional approvals to hire at a higher rate," Donnelly says. The manager can then determine whether the candidate has skills that are

16、special enough and in sufficient demand to warrant the move and whether adding the candidate at that sala</p><p>　　Even in a down economy, an organization might open its coffers to hire a strong candidate wi

17、th skills in areas critical to company success. "Make some judgments regarding the potential return on investment a position might bring," advises Mel Stark, vice president in New York for the Hay Group, a Phil

18、adelphia-based global consulting firm. "What is it that I'm buying here, and what is the potential return to my organization?"</p><p>　　On this side of the pond, the big news is that second pla

19、ce in our international bosses' pay league has changed hands for the first time since the survey began in 1999. For although our mid-market British chief executive is earning a respectable £115,459 more than he

20、was two years ago, his £524,452 deal is beaten into third place by the very generous £603,912 stipend enjoyed by his German counterpart</p><p>　　At Match.com, for example, individuals with expertis

21、e in online marketing and search-engine optimization are prized because of their relative scarcity and their potential to directly impact Match.com's revenue. The company has to compete to hire them.</p><p

22、>　　Market Forces at Work </p><p>　　Among subtle changes taking place in managing compensation negotiations for new hires is differentiation of pay by position. According to the Market Pulse Report issued

23、by the Mercer global consulting firm, and based on data from 640 organizations across all industries, median pay has increased for jobs in manufacturing, information technology and engineering and has decreased for posit

24、ions in marketing, finance and sales.</p><p>　　The starting salary for some positions may have been reduced simply because there are so many talented people in search of the same position," Warborg says

25、.</p><p>　　In some instances, new-hire salaries have been reduced because revenues are off. For example, KVL Audio Visual Services of Ardsley, N.Y., specializes in the recession-buffeted hospitality industry

26、. Revenues have fallen, so salaries for new hires are staying flat and bonus levels have declined. "A new person coming in is starting at exactly the same base salary as their predecessor," says Lisa Stamatelos

27、, SPHR, director of human resources. "In the past, I would have had to go up a little in salar</p><p>　　Some companies have found the state of the economy and the flood of strong talent available or wil

28、ling to move to be a boon in filling certain positions. "People seem to be much more open to lateral compensation moves in this environment, either because they have lost jobs or because they see the potential new e

29、mployers as offering a better future," says McDermott.</p><p>　　Filling executive positions, in particular, is becoming less difficult, as are executive compensation negotiations. "Since the market

30、 environment and stock market drop has negatively impacted people's equity-based compensation, hiring at the higher level is a little easier," says Denise Watson, senior vice president of global compensation and

31、 benefits for Constellation Brands Inc., a Victor, N.Y.-based beverage company with $3.77 billion in sales and approximately 9,000 employees. Times have cha</p><p>　　With stock options and other equity-based

32、 compensation underwater, these individuals are more likely to move to a new company. "There is not as much incentive to stay, and there is less upfront cost to buy someone out of their equity," Watson says. &q

33、uot;The drop in the market is making it easier to steal high-level talent."</p><p>　　Flexibility and Acquiescence </p><p>　　An employer's ability to negotiate applicants' salary req

34、uirements depends on the company, the level of the job and other factors. As a federal contractor, Craig Technologies, an engineering and technology company based in Cape Canaveral, Fla., doesn't have a lot of leeway

35、 on pay levels for new hires. "When we bid on a federal contract, we have to justify our rate, which includes salaries for our potential employees," says Dean Rosenquist, director of human resources.</p>

36、<p>　　In turn, Craig recruiters tend to be forthright with candidates about what the company can offer. "Even if the candidate is not forthcoming about salary requirements, we just tell them our ceiling,"

37、 he says. "If we are not close to their requirements, the candidate does not even move forward in the hiring process."</p><p>　　Yet recruiters are willing to negotiate when in the running for candi

38、dates with high-demand skills or if a position is difficult to fill. In those cases, Rosenquist works with the hiring manager to get necessary approvals to offer a higher salary--generally within 10 percent of the ceilin

39、g for the position.</p><p>　　Candidates are also showing flexibility. "I have not really seen their salary requirements go down, but we have seen candidates who may be more willing to relocate or to acc

40、ept a longer commute in order to take a position," Rosenquist says.</p><p>　　Although the growing strength of the euro — recently introduced and rather sickly at the time of the last survey — must play

41、a large part in this remarkable reversal of fortune, that is an eye-watering increase by any standards. It's certainly one that even the most unabashed of British fat cats would shudder at having to justify to shareh

42、olders at the AGM</p><p>　　For other companies, the compensation negotiation process has become a test for candidates. Robert Horst, director of recruiting and professional development for Nelson Levine de L

43、uca & Horst, a 110-employee law firm based in Blue Bell, Pa., took note when several recent candidates did not negotiate pay at all; they simply accepted initial offers. Spring may be the time when the sap rises and

44、a young man's fancy lightly turns to thoughts of love. But be you male or female, by the time autumn rol</p><p>　　"I personally tend to welcome a reasonable amount of negotiation with a new hire; it

45、 demonstrates confidence," says Horst. "Those who don't negotiate do leave a minor but lingering question with me as to whether or not they will have the courage to do so in the course of their job duties.&

46、quot; For an attorney, a willingness to accept the first answer to a question as a matter of course may not be a desirable trait.</p><p>　　The Long View </p><p>　　Although cutting salaries when

47、there's an oversupply of talent may seem like an effective tactic for cutting business costs, some HR leaders maintain that the tactic could backfire: Employees who are hired at reduced salary levels during the reces

48、sion may be the first to leave when the economy improves. Experts offer a variety of arguments for maintaining salary levels:</p><p>　　? When the economy turns around, Rosenquist says, "We want to make

49、sure we have loyal employees who will stay with us rather than jumping to the highest bidder."</p><p>　　? Internal equity is important. If a company starts paying new hires less than current employees i

50、n the same job, it can throw off internal equity and the dynamics of a team environment. It can harm the company's long-term labor market competitiveness relative to its peers.</p><p>　　? Everything is c

51、hanging because of social media. In this age of Twitter, Facebook and LinkedIn, companies can expect information about pay levels and pay negotiations to leak to the business world. If this information puts the company i

52、n a poor light, it could have longterm repercussions for the company's brand as an employer.</p><p>　　? Best practices still work, and Stark says those "that position a company well with potential e

53、mployees make sense regardless of what is happening with the economy."</p><p>　　Accentuate the Positive </p><p>　　If salary-level cuts are a must, however, there are steps that HR executive

54、s can take to make the best of the situation. For example, incentive pay can lead to packages that provide opportunities for new hires to reap rewards when company performance picks up. "If you don't have a pay-

55、for-performance philosophy, now is a good time to develop one," says Watson. "Dollars are tight for everyone, so it is important to invest in your performers."</p><p>　　In addition, this could

56、 be a time to adopt a total rewards philosophy and communications strategy. Even if salary levels are lower, HR executives can focus on other elements of rewards, from paid time off and health care benefits to career opp

57、ortunities and a positive culture. "Pay is not all about salary," says McDermott. "Recognition programs or flexible work schedules are some of the psychic compensation a company can offer."</p>

58、<p>　　來源 HRMagazine; Sep2009, Vol. 54 Issue 9, p93-96, 3p</p><p><b>　　譯文：</b></p><p>　　雇傭過程中的薪金問題</p><p><b>　　薩默爾，喬安妮</b></p><p>　　雖然求職者充足

59、，但是工資依然是談論的主要話題。</p><p>　　同時，在經(jīng)濟不穩(wěn)定時期，失業(yè)率超過9%情況下，許多雇主填補職位的空缺。</p><p>　　新澤西州的薪酬咨詢公司和紅色銀行協(xié)會的主席McDermott 曾說：“公司在做決策過程中，對于雇傭或者招聘中的薪金問題仍然是一個應該長期關(guān)注的話題，即使公司已經(jīng)建立了人事凍結(jié)，當有合適的、優(yōu)秀的人員過來招聘時，公司仍然會雇傭他們的?！?有些雇主很

60、愿意與員工在雇傭的過程薪金的問題進行洽談，尤其是對一些員工福利方面的商談，因為這些方面會加重企業(yè)的人工成本上的負擔。</p><p>　　大體的來說，由于經(jīng)濟減緩和工作短缺，已經(jīng)導致了在招聘過程中薪金問題發(fā)生了重大的變化。許多企業(yè)在開始招聘員工時，都采取了降低起始工資水平的策略。專家們強調(diào)，他們正在尋找更多的薪金解決辦法，在薪金方面做出靈活的運用和調(diào)整。從而使得企業(yè)的在薪金方面做的政策執(zhí)行起來更加方便。</

61、p><p>　　首先，關(guān)于資金的問題</p><p>　　專家們指出說：“補償?shù)脑掝}主要是由于在早起的時候雇主和受雇者之間薪水問題沒有商談好而引起的，因為公司常常把主要的考慮的方向定位在了依據(jù)高資歷來確定工資水平，這樣來減少薪水支出，從而降低人工成本，降低企業(yè)負擔?！?lt;/p><p>　　此外，人們是那么的在意和期望他們的薪水是多少，受雇者應該將自己的資料，個人簡歷等準

62、備好，在去招聘的時候提交自己想去的企業(yè)，而雇主也應該對來招聘的人員信息有所了解，從而在與受雇者商談薪金的時候能夠進行更好的協(xié)商，來確定一個雙方都滿意的薪金水平。Warborg公司是一家半國際化，專業(yè)的勞務派遣業(yè)務的公司，其在西雅圖區(qū)的總監(jiān)喬希·羅伯特建議說：“有許多公司為了得到專業(yè)的工作人員，在市場上拋出高薪水來招聘好的人才，企業(yè)的這種行為，是許多求職者所期望和樂意看到的?！?lt;/p><p>　　在最近

63、幾年,從事在線薪酬咨詢服務的情況顯示出了，招聘工作的進展比較的緩慢，在招聘過程中薪水的補償問題的討論還是主要話題之一。Match.com人力資源的高級經(jīng)理史蒂夫說：“如果說，在前期的時候我們所要招聘的人員，其所要求的薪酬超出了我們所認為的價值部分和我們所愿意付出的，那是我們難以接受的。這種情況在招聘的過程中談論到薪金問題時事很常見的。這樣就使得雇傭過程更加的趨于平滑?！彼盅a充說:“這不是一個能使招聘程序的順利實行的有效措施，所造成的高

64、人工成本是公司所不能負擔的?！?lt;/p><p>　　早期的期望薪水是多少，與員工參與工作的年限沒有關(guān)系，不能以此來確定是否要招聘其來擔任工作，而是要看員工本身是否有適合當前工作的所需要的資格，他是否具備勝任工作的素質(zhì)。史蒂夫說：“在一些情況下，如果一個崗位要招聘員工時，我們的經(jīng)理應該要知道，該崗位需要什么樣素質(zhì)，專業(yè)知識的人員才能勝任該崗位的工作?！?在招聘的過程中我們應該要清楚企業(yè)需要什么的人才，要知道來應聘的

65、人員是否具有足夠的技能和滿足特殊需求的素質(zhì)，以此來商定其在該工作崗位上的薪酬水平，員工的素質(zhì)、技能等也是企業(yè)的一種文化和資本。</p><p>　　即使是在經(jīng)濟下滑的時期，一個組織只要能夠在招聘到一個好的，擁有強力才華，是公司當前狀況所需要的人才，在組織經(jīng)營決策過程中能夠發(fā)揮很好的作用，就能夠使得公司獲得成功。New York for the Hay Group的副總裁Mel Stark建議：“讓員工能夠在關(guān)鍵時

66、刻做出正確的決策，這就是公司在人工成本投資上的一種潛在的回報?！?lt;/p><p>　　在Match.com，擁有網(wǎng)絡營銷和技術(shù)優(yōu)化專業(yè)知識的人才資源是最重要的。因為這種人才在當前的時期來說是一種相對稀缺人力資源，又由于該公司對該方面的人才需求是很大的，所以這種人才的招聘和運用久直接影響到改公司的發(fā)展和經(jīng)營。因此該公司在該方面人才的招聘投入了相當大的一部分。</p><p><b>

67、;　　市場力量起到的作用</b></p><p>　　在參與新員工管理的過程中，對于薪酬水平的確定會發(fā)生一些變化的。美世全球咨詢公司根據(jù)市場經(jīng)濟環(huán)境，市場需求，市場競爭等方面對640家各行業(yè)的組織進行了調(diào)查，并對調(diào)查得出的數(shù)據(jù)進行統(tǒng)計，以這些數(shù)據(jù)為基礎，在市場營銷，財務、銷售、信息技術(shù)和工程工作等方面的平均薪酬水平進行了修正和定位。</p><p>　　對于一些職位的起薪可能已

68、經(jīng)減少，因為在同一個位置上，有許多有才華的人在相互競爭。</p><p>　　在某些情況下，企業(yè)對新聘用的員工的薪金已經(jīng)減少。在Ardsley服務公司，是主要從事酒店行業(yè)的。由于收入的下降，所以對新員工的待遇也會有所下降，對新員工的薪水和獎金水平都在下降。一個剛到來的新員工的基本工資是和前任任職時的起薪工資是一樣的。Stamatelos SPHR人力資源總監(jiān)Lisa說：“在過去，我將不得不對招聘的員工的薪酬水平提

69、高，以此來吸引有用的合適人才?！?lt;/p><p>　　一些公司已經(jīng)找到了一種能夠吸引優(yōu)秀人才的方法，他們愿意在一些重要的職位，采取一些額外的職位報酬、工作需求、改善工作環(huán)境等來吸引合適的優(yōu)秀的人才。McDermott說：“人們似乎更愿意在這樣的工作環(huán)境下進行工作和勞動，沒有工作的是因為他們已經(jīng)失去了工作，或者是因為他們看到的是一個可以提供更好的未來和更具有發(fā)展力的新的企業(yè)?！痹谛姓芾淼墓ぷ鲘徫簧蠈π匠甑恼{(diào)整正在

70、變的越來越困難。Constellation Brands公司的副總裁丹尼斯說：“由于市場環(huán)境和股市下跌對人們所造成的影響，使得企業(yè)高層對招聘的實施進行的更加順利，實行的更加容易。在股票期權(quán)和其他股權(quán)分配下，會有一些人有更大的可能轉(zhuǎn)移到新的公司去。Watson：“沒有那么多的激勵使得員工留下來，并沒有更多的資金用于前期購買其他的股票，在這個市場下跌的情況下，使得企業(yè)的付出一樣的報酬是會獲得更好的，優(yōu)秀的高層工作人才?！?lt;/p>

71、<p><b>　　靈活性和可行行</b></p><p>　　雇主的協(xié)商能力，員工的薪金 要求取決于其在公司工作水平以及其他因素。作為一個聯(lián)邦承包商,克雷格技術(shù)、工程技術(shù)公司,公司成立于佛州的卡納維爾角,對許多新員工的薪酬水平的調(diào)整是沒有回旋的余地的。人力資源總監(jiān)Rosenquist說：“當我們在一個聯(lián)邦合同的投標，我們要證明我們的實力，其中包括對我們潛在雇員的工資?！狈催^來

72、，克雷格招聘人員傾向于可以直接的向公司提供合適的人才。即使不是員工的對薪金的要求，我們公開薪酬水平，只是要告訴他們我們的薪酬水平，如果我們的支付給他們的薪酬沒有達到他們的要求，那么員工就不會留在你的公司里，不會來你的公司工作，從而使得在招聘過程中不能達到所期望的要求。</p><p>　　然而，招聘者在招聘時是愿意和來聘者進行商談，尤其是那些具有高需求的擁有高技能的人才，在這種情況下，就必須提供一個更高的薪水來進

73、行招聘。Rosenquist說：“我還沒有真正看到他們的薪金要求水平，但是我們已經(jīng)看到了許多應聘者可能更愿意來 任職該工作，或轉(zhuǎn)移的其他方面進行工作，以確立自己真正的、正確的人生立場?！?lt;/p><p>　　在其他公司的招聘過程中，對應聘者關(guān)于薪金報酬的等方面的認識已經(jīng)成為一個公司是否招聘一個人的考驗。我個人傾向于合理的相當數(shù)量的與新員工的洽談，它表明了一個決心、信心。如果誰不去進行洽談，那么會給人一種不好的感覺

74、，那就是他們是否會有這個勇氣和信心做好他應該有的工作職責。就猶如，一個律師愿意接受第一個答案作為問題理所當然的答案時，這明顯不是一個好的現(xiàn)象。</p><p><b>　　長遠的觀念</b></p><p>　　雖然在有的時候?qū)T工的薪酬進行削減，看起來是一種減少 商業(yè)成本的有效策略。在一些人來資源的領(lǐng)導者認為。這種策略及其可能是得到一種適得其反的效果，在經(jīng)濟衰退時期

75、招聘的人員，當經(jīng)濟得到改善時，如果降低其任職的工資水平，那么他就可能成為第一個離開公司的人。專家們提供了各種維持工資水平的說法。</p><p>　　當經(jīng)濟好轉(zhuǎn)時，Rosenquist說：“我們要確保我們有忠誠的員工，我們就要適當?shù)奶岣咝匠晁?，使得他們留在我們公司，而不是跳槽離開?！?lt;/p><p>　　內(nèi)部公平是很中重要的，如果一家公司的相同崗位上的員工時有差異的，它就會與內(nèi)部公平性產(chǎn)

76、生矛盾，那么就會對公司的團隊環(huán)境造成影響。它就會損害公司的長期利益，對公司在市場的競爭力造成影響。</p><p><b>　　強調(diào)積極因素</b></p><p>　　如果薪酬水平的削減是必須的，那么人力資源管理的人員可以分步驟的采取有效措施保持且扭轉(zhuǎn)局勢。例如，設置獎勵工資，為員工提供更多的獲得報酬的機會，那么員工就會努力工作，是的公司業(yè)績上升。</p>