【英中交传】7、求职时如何闪耀自己?--放大你的能力,而非经验

2023-05-10 14:56:27

演讲时长：6分30

口译时长：8分

难度：medium

难点：部分信息密集、棒球改革部分需要背景知识

分段点：0-3:32；3:33-6:30（原演讲）

口译录音中每一小节内容译完，有5秒空白，再进入下一小节的口译。

口译开始前

Brief Intro

本篇演讲主题比较general，难点主要在于有一些部分信息比较密集，记笔记时更多的精力要分配给听力，而非疯狂记笔记。译出前需要整理好思路和语序（布莱恩阿克顿那段、棒球改革、speaker童年经历）。

生词表

Vocab List

genetic replication 基因复制

photosynthesis 光合作用

Etsy 易集（网络电商、以手工艺品买卖为特色）

IPO= initial public offerings 首次公开募股

instant messaging app 即时通讯应用

augment 放大

cash-strapped 资金短缺的

Oakland Athletics 奥克兰运动家队

metric 度量标准

runs batted in 打点

Pinterest 一家以瀑布流形式展现、转发、保存图片的社交媒体网站

pedigree 血统、家谱

audition 试镜

tryout 试用、选拔赛

job hopper 频繁跳槽的人

launch campain for a product 召开产品发布会

cover letter 求职信

stint 定额、定量

complication 并发症

make ends meet 养家糊口

holistic 全面的、整体的

表达解析

Guidance

runs batted in 打点

打点最白话的定义，就是「帮球队打回的分数」，打点越多，表示球队靠该球员得到的分数越多。大家都知道的本垒打就是一种最容易赚进打点的方式。因此，一直以来打点都是选拔棒球运动员的核心考察标准。

这里，speaker借由棒球界选拔改革（即不再以传统打点为主要选拔标准，而注重团队协助能力）引到目前的应聘选拔机制也需要跳出原有格局，关注到一些之前没有博得足够关注的考察点上。

designers' portfolios, not their pedigrees

portfolio有多重含义包括证券投资组合、公文包、代表作品集

pedigree意为血统、家谱

这里结合前后文，因为是指选拔设计师要看的技能，所以翻译成代表作品集比较合适，这是设计师或艺术类岗位应聘必备、必看的方面。（学艺术的小伙伴应该知道作品集的重要性）

pedigree翻译成血统显然不合适，结合前文speaker提到该公司到世界高科技技术中心以外的地方去招聘，这里译为“之前工作的单位”类似含义比较准确，“血统”更多的意思是“英雄不论出处”。

a single short stint

stint译为定量、定额。

a short stint指的是一个很短的时间段，结合前后文提到的简历和跳槽可以判断出这里指的是“简历上很短的工作经历”。

这里考察译者联系上下文并理解、推断的能力。

be put on a special needs track

special needs特殊需求，常指在心理或身体上有某些问题的人群，比如：自闭症儿童等。

这里speaker表达自己从小就被当成“问题儿童”，因为老师觉得他冲动（impulsive）、注意力不集中（a short attention span）、很难缠（is exhausting to work with 指老师跟他相处感到精疲力竭）。

teams have tryouts and plays have auditions

进入体育队需要通过选拔，出演影视作品需要参加试镜。（team指的并不是普通的团队、而是体育竞技队伍，这样和tryout选拔才能合上）

speaker借由这两个例子引到“求职者也应该通过能力选拔和考核才能获得岗位”。

口译问题

Mistakes

1、打点是举例之一，应该说“摒弃了选拔棒球运动员的传统考察因素、比如打点”，我的口译中没有体现出这个层次。

2、“仅仅因为一次短期工作经历就判定此人经常跳槽”，我没有说“一次”（原演讲中是only one single short stint）

3、漏了细节，“在一个无聊的暑假后”来到幼儿园有点过于兴奋也就不足为奇了。

演讲原文

Transcript

0-3:32

You know who I'm envious of? People who work in a job that has to do with their college major.Journalists who studied journalism, engineers who studied engineering. The truth is, these folks are no longer the rule, but the exception. A 2010 study found that only a quarter of college graduates work in a field that relates to their degree.

I graduated with not one but two degrees in biology. To my parents' dismay, I am neither a doctor nor a scientist.Years of studying DNA replication and photosynthesis did little to prepare me for a career in technology. I had to teach myself everything from sales, marketing, strategy, even a little programming, on my own. I had never held the title of Product Manager before I sent my resume in to Etsy. I had already been turned down by Google and several other firms and was getting frustrated. The company had recently gone public, so as part of my job application, I read the IPO filings from cover to cover and built a website from scratch which included my analysis of the business and four ideas for new features. It turned out the team was actively working on two of those ideas and had seriously considered a third. I got the job.

We all know people who were ignored or overlooked at first but went on to prove their critics wrong. My favorite story? Brian Acton, an engineering manager who was rejected by both Twitter and Facebook before cofounding WhatsApp, the mobile messaging platform that would sell for 19 billion dollars.

The hiring systems we built in the 20th century are failing us and causing us to miss out on people with incredible potential. The advances in robotics and machine learning and transforming the way we work,automating routine tasks in many occupations while augmenting and amplifying human labor in others. At this rate, we should all be expecting to do jobs we've never done before for the rest of our careers. So what are the tools and strategies we need to identify tomorrow's high performers? In search for answers, I've consulted with leaders across many sectors, read dozens of reports and research papers and conducted some of my own talent experiments. My quest is far from over, but here are three ideas to take forward.

One: expand your search. If we only look for talent in the same places we always do -- gifted child programs, Ivy League schools, prestigious organizations -- we're going to get the same results we always have. Baseball was transformed when the cash-strapped Oakland Athletics started recruiting players who didn't score highlyon traditionally valued metrics, like runs batted in, but who had the ability to help the team score points and win games. This idea is taking hold outside of sports. The Head of Design and Research at Pinterest told me that they've built one of the most diverse and high-performing teams in Silicon Valley because they believe that no one type of person holds a monopoly on talent. They've worked hard to look beyond major tech hubs and focus on designers' portfolios, not their pedigrees.

3:33-6:30

Two: hire for performance. Inspired by my own job experience, I cofounded a hiring platform called Headlight,which gives candidates an opportunity to shine. Just as teams have tryouts and plays have auditions,candidates should be asked to demonstrate their skills before they're hired. Our clients are benefiting from 85 years of employment research, which shows that work samples are one of the best predictors of success on the job. If you're hiring a data analyst, give them a spreadsheet of historical data and ask them for their key insights. If you're hiring a marketing manager, have them plan a launch campaign for a new product. And if you're a candidate, don't wait for an employer to ask. Seek out ways to showcase your unique skills and abilities outside of just the standard resume and cover letter.

Three: get the bigger picture. I've heard about recruiters who are quick to label a candidate a job-hopperbased on a single short stint on their resume; read about professors who are more likely to ignore identical messages from students because their name was black or Asian instead of white.

I was almost put on a special needs track as a child. A month into kindergarten, my teacher wrote a page-long memo noting that I was impulsive, had a short attention span, and despite my wonderful curiosity, I was exhausting to work with.

The principal asked my parents into a meeting, asked my mother if there had been complications at birth and suggested I meet with a school psychologist. My father saw what was happening and quickly explained our family situation. As recent immigrants, we lived in the attic of a home that cared for adults with mental disabilities. My parents worked nights to make ends meet, and I had little opportunity to spend time with kids my own age. Is it really a surprise that an understimulated five-year-old boy might be a little excited in a kindergarten classroom after an entire summer by himself?

Until we get a holistic view of someone, our judgment of them will always be flawed. Let's stop equating experience with ability, credentials with competence. Let's stop settling for the safe, familiar choice and leave the door open for someone who could be amazing. We need employers to let go of outdated hiring practicesand embrace new ways of identifying and cultivating talent, and candidates can help by learning to tell their story in powerful and compelling ways. We could live in a world where people are seen for what they're truly capable of and have the opportunity to realize their full potential. So let's go out and build it.

Thank you.

词汇拓展

Extra Vocab

hit a home run 打出本垒打

CV，resume 简历

screening 筛选

mock job interview 模拟求职面试

job interview hacks 求职面试小秘诀

stump 为难、难住（eg: questions that have stumped you）