終身學(xué)習(xí)的社會(huì)和學(xué)習(xí)的社會(huì)化,對(duì)閱讀水平的要求越來(lái)越高。下面是學(xué)習(xí)啦小編帶來(lái)的英語(yǔ)文章閱讀，歡迎閱讀!

　　英語(yǔ)文章閱讀1

　　What Makes a Company Great to Work For

　　什么樣的公司最受雇員喜歡

　　It may be hard to imagine, but there is a better place to work than Google.

　　有比谷歌還理想的雇主嗎?難于想象，但這樣的公司不是沒(méi)有。

　　That's what Fortune magazine says, anyway, in its latest annual list of the 100 Best Companies 10 Work For. The winner is NetApp, a 5,000 employee data-storage company based in Sunnyvale, Calif. NetApp helped topple the previous list-leader, Google, to No. 4 on the Fortune Iist from its usual No. 1.Financial-services firm Edward Jones, known for its small-city offices and personal touch with clients， is No. 2, and the Boston Consulting Group, a big management consulting firm, came in third.

　　《財(cái)富》雜志在最新的年度排行榜《最佳雇主100強(qiáng)》當(dāng)中就是這么說(shuō)的。摘得桂冠的是NetApp，一家總部位于美國(guó)加州森尼維爾的數(shù)據(jù)存儲(chǔ)公司，雇員有5000人。去年高居榜首、通?？偸悄玫谝坏墓雀瑁瑒t被擠到了第四的位置。金融服務(wù)公司愛(ài)德華·瓊斯獲得亞軍，很多人都知道這家辦公室分布在小城市的公司和對(duì)客戶的人性化。波士頓咨詢公司位居第三，這是一家大型管理咨詢公司。

　　What makes NetApp so great? Its egalitarian culture, Fortune says-which seems likely to make employees' juggles a lot easier. For example, business travelers often suffer jet lag or exhaustion trying to take the cheapest flights to save their employers money. Mindful of the problem, NetApp management ditched a travel policy a dozen pages long in favor of a simple maxim: "We are a frugal company. But don't show up dog-tired to save a few bucks. Use your common sense," the policy says, according to Fortune. Other perks include several that promise to improve work-family-community balance, such as five paid days off for volunteer work and ,390 for adoption assistance. NetApp

　　為什么NetApp這么強(qiáng)?《財(cái)富》說(shuō)，這是由于它的平等主義文化一一看來(lái)這種文化很容易俘獲員工的心。例如，為給雇主省錢(qián)、總是乘坐最便宜航班的出差員工，常常受到時(shí)差和疲勞的困擾?？紤]到這個(gè)問(wèn)題， NetApp的管理層制定了一項(xiàng)差旅政策，10來(lái)頁(yè)的篇幅總結(jié)起來(lái)也就是一句話，按《財(cái)富》的引述是：“我們是一家節(jié)儉的公司，但不要為省幾塊錢(qián)而以筋疲力竭的形象示人。運(yùn)用常識(shí)做事”其他好規(guī)定中，有幾條許諾要增進(jìn)工作·家庭·社區(qū)的平衡，比如有5天帶薪假用于志愿工作，還提供11390美元的收養(yǎng)補(bǔ)助。

　　But don't bother to apply for a job there. NetApp has 45,898 applications pending for 55 openings, Fortune says-producing odds only slightly better than winning Powerball.

　　但不要?jiǎng)谏袢ミ@家公司找工作了?！敦?cái)富》說(shuō)， NetApp有55個(gè)空缺崗位，但有45898人排隊(duì)申請(qǐng)，成功機(jī)會(huì)只比強(qiáng)力球彩票的中獎(jiǎng)幾率高一點(diǎn)。

　　Thinking back over the six employers 1 have worked for, the one that has kept me happiest, longest, has offered me more training, more new challenges and more pay increases than the others. The culture at this employer-my current one-has been a factor too，including the collegial atmosphere and emphasis on high professional standards.

　　回顧我工作過(guò)的6家公司，讓我最快樂(lè)，工作時(shí)間最久的那一家，給我的培訓(xùn)、新挑戰(zhàn)和漲工資的次數(shù)都比其他幾家多。這家公司就是我現(xiàn)在就職的這一家，其文化也是一個(gè)因素，包括它學(xué)院式的氛圍，以及對(duì)高專業(yè)標(biāo)準(zhǔn)的強(qiáng)調(diào)。

　　英語(yǔ)文章閱讀2

　　How Often Should You Switch Jobs

　　多久跳一下槽比較合適

　　With unemployment at a 26-year high as the grinding downturn wears on, many people are being forced into Job changes-if they're lucky enough to find new jobs. But for those still employed and managing their careers, there's a perennial question: How often should you change jobs?

　　難挨的經(jīng)濟(jì)低迷仍在繼續(xù)，失業(yè)率達(dá)到 26年的最高點(diǎn)，在這種情況下，許多人被迫換工作一)如果他們夠幸運(yùn)能找到新工作的話。但對(duì)于仍然在職、規(guī)劃自己職業(yè)生涯的人來(lái)說(shuō)，有一個(gè)問(wèn)題歷久彌新：多久該換工作?

　　During the recent boom, it was common to hear advice that frequent jobs changes were the way to take advantage of the fast-moving economy, maximize personal opportunities and use leverage to get pay raises. Long over were the days of professional loyalty employees to employers, and vice versa when people clocked life-long careers at the same company. The career adviser and blogger Trunk, for example, counseled her readers in 2007 that staying in one job forever is today's recipe for career suicide.

　　不久前經(jīng)濟(jì)繁榮的時(shí)候，常常會(huì)聽(tīng)到這樣的建議，認(rèn)為頻繁跳槽可以從快速發(fā)展的經(jīng)濟(jì)中得到好處，實(shí)現(xiàn)個(gè)人機(jī)會(huì)最大化，并倍以實(shí)現(xiàn)加薪。員工對(duì)雇主忠心耿耿、一輩子待在同一家公司的時(shí)代早已過(guò)去，反過(guò)來(lái)也是一樣。舉例來(lái)說(shuō)，就業(yè)咨詢師兼博客作者特倫克在 2007年就給讀者提出了忠告：一輩子只干一個(gè)工作如今就等于斷送自己的職業(yè)生涯。

　　"At the beginning of one's career, it is nearly impossible to find something right without trying a bunch of options," Ms. Trunk wrote "After that，you will experience more personal growth from changing jobs frequently than staying in one job for extended periods of time. And if you change jobs frequently you build an adaptable skill set and a wide network which are the keys to being able to find a job whenever you need to."

　　特倫克寫(xiě)道，一個(gè)人開(kāi)始職業(yè)生涯時(shí)，如果不嘗試多種選擇，幾乎不可能找到適合自己的工作。在那之后，比起長(zhǎng)時(shí)間干同一個(gè)工作，你在頻繁跳槽之中會(huì)實(shí)現(xiàn)更多的個(gè)人成長(zhǎng)。 而如果頻繁跳槽，你就能培養(yǎng)適應(yīng)能力，建立廣泛的社會(huì)關(guān)系，無(wú)論你什么時(shí)候需要找工作，這些都是最重要的。

　　All of that advice might well remain apt today, but the recession has changed the calculus for many workers. Green, a staffing manager at a nonprofit, wrote earlier this year in a guest post on a US News & World Report blog that a clear-eyed assessment of the possible downsides is crucial in changing jobs in this environment.

　　上述建議現(xiàn)在可能依然適用，但衰退改變了許多人的小算盤(pán)。在一家非營(yíng)利機(jī)構(gòu)任招聘經(jīng)理的格林今年早些時(shí)候在《美國(guó)新聞與世界報(bào)導(dǎo)》雜志的一篇客座博客文章中寫(xiě)道，在當(dāng)前形勢(shì)下跳槽，對(duì)可能的不利方面進(jìn)行清晰的評(píng)估至關(guān)重要。

　　"Obviously, it would be silly to say people should never change jobs in a bad economy," Green wrote. "Maybe you can find your dream job, or a way out of a career sinkhole, or a financial windfall. But if there was ever a time to proceed with some extra caution and not leap rashly, it's now."

　　格林寫(xiě)道，顯然，如果說(shuō)人們?cè)诮?jīng)濟(jì)形勢(shì)不佳的時(shí)候絕對(duì)不該換工作，這就太愚蠢了?；蛟S，你可以找到自己的夢(mèng)想工作，找到一條擺脫職業(yè)困境的出路，或是在薪酬上有意外的收獲。不過(guò)現(xiàn)在正是最應(yīng)該格外小心行事，而不是冒進(jìn)的時(shí)候。

　　Indeed, in more recent advice on her blog, Trunk answers the question "How can I change careers without taking a pay cut?" this way: "You cannot change careers without taking a pay cut. It is childish to ask this question. So stop asking it. Instead, live below your means so you are not a slave to your career choice."

　　實(shí)際上，特倫克最近在博客中提出建議，她回答了這樣一個(gè)問(wèn)題：我如何才能在不減薪的情況下跳槽?她的回答是：你無(wú)法既跳槽又不減薪。問(wèn)這樣的問(wèn)題太幼稚了。所以，別再問(wèn)這樣的問(wèn)題了。相反，量入為出，這樣你就不會(huì)成為自己職業(yè)選擇的奴隸。

　　Ultimately, as with so many aspects of the juggle, it's all about determining what works best for you. For my part, I've worked here at the Journal for about nine year albeit in three different positions. In that time, my wife has had five stints at four organizations. While no situation is perfect, we're both fulfilled and growing professionally.

　　總之，眼忙里忙外的很多方面一樣，最關(guān)鍵的是要確定對(duì)你自己最適合的。對(duì)我來(lái)說(shuō)，我已經(jīng)在《華爾街日?qǐng)?bào)》工作了9年左右，不過(guò)是在3個(gè)不同的崗位。期間，我太太在4個(gè)機(jī)構(gòu)擔(dān)任過(guò)5個(gè)職位。盡管任何事都不是完美的，但我們兩個(gè)都感到很有成就感，在職業(yè)上也有進(jìn)步。

　　What's your take on the right pace of job or career changes? Have your views changed with the downturn? How often have you switched positions, either within the same company or at different employers?

　　你認(rèn)為跳槽的合理頻率是多少呢?你的看法有沒(méi)有隨著經(jīng)濟(jì)低迷而改變?你變換崗位的頻率有多高，包括在同一家公司和不同的公司?

　　英語(yǔ)文章閱讀3

　　Acclimating Newcomers to the Office

　　讓新員工適應(yīng)工作環(huán)境的方法

　　For most managers, finding the right person for an open position is the biggest hurdle in hiring. But getting new hires on solid ground is key to making sure they will be enfective on the job，says Karen Lawson, president of Landsdale, Pa.-based Lawson Consulting Group Inc. and author of, New Employee Orientation Training.

　　對(duì)大多數(shù)管理者來(lái)說(shuō)，為一個(gè)崗位找到合適的人選是招聘時(shí)的最大挑戰(zhàn);但只有讓新員工適應(yīng)新的工作環(huán)境，才能確保他們能把工作做好，賓夕法尼亞州Landsdale市羅森咨詢集團(tuán)公司的總裁凱倫羅森說(shuō)，她也是《新員工人職培訓(xùn)》一書(shū)的作者。

　　Here are some steps managers can take to make the transition smooth:

　　管理者可以采取以下一些方法，讓新員工的轉(zhuǎn)型更為順利。

　　Inform your staff. Even a simple email will help put staff at ease when an unfamiliar face shows up at the office. If the new hire is part of possible with existing staff to avoid tension. Host an informal meeting or a structural change, Ms. Lawson recommends managers be as open as send a memo detailing how the new employee's responsibilities wil1 fit in with other roles.

　　通知老員工。當(dāng)有陌生的臉出現(xiàn)在辦公室時(shí)，一份簡(jiǎn)單的電子郵件通知能讓老員工感覺(jué)更舒服。如果新員工的到來(lái)是一種結(jié)構(gòu)上的調(diào)整，羅森建議管理者向現(xiàn)有的員工開(kāi)誠(chéng)布公地進(jìn)行溝通，以免產(chǎn)生緊張情緒。舉行一個(gè)非正式會(huì)議，或者發(fā)一份備忘錄，詳細(xì)說(shuō)明新員工在職責(zé)定位上如何與其他員工互動(dòng)。

　　Make space. It's important for new hires to have an office or cubicle space to call their own off the bat. While it sounds simple enough, securing a desk，computer，phone and email address for a new employee can become a logistical nightmare when left to the last minute, says Ms. Lawson. Without it, a new hire's first few days on the job will be unsettling---and it is something most people don't forget，even if a joke is made of it later on.

　　給新員工空間。讓新員工有一個(gè)能稱之為獨(dú)立空間的辦公室或小隔間非常重要。雖然昕上去很簡(jiǎn)單，但在很短的時(shí)間內(nèi)安排出一張辦公桌、一臺(tái)電腦、一部電話和相應(yīng)的電子郵件可能非常困難，羅森說(shuō)道。沒(méi)有獨(dú)立辦公空間的話，新員工頭幾天的日子會(huì)很不好過(guò)。這種窘迫會(huì)讓大多數(shù)新員工終生難忘，即使將來(lái)他們只是帶著調(diào)侃的語(yǔ)氣來(lái)回顧那段日子。

　　Find face time. It's temptiog to send an assistant to bring in a new employee from the reception desk or to have your new hire ask a neighbor where to go for pens or coffee, but taking the time to great new employees in person and show them the ropes makes a critical first impression. "This not something that can be delegated，"says Ms. Lawson. "It really sets the tone." And be sure to also include those people who may be out of sight, but who are critical to know. The shipping c1erk in the basement might be the person everyone needs to know, but rarely sees, says George Bradt, author of On boarding: How to Get Your New Employees Up to Speed in Half the Time. Mr. Bradt advises managers keep in mind the social network of the office, for example, pointing out the person in charge of the softball team. It is important for a new hire to have someone on his or her level to turn to for help. Assign a ‘buddy' to help make a new hire feel more connected to colleagues.

　　找時(shí)間當(dāng)面溝通。 讓助手把新員工從前臺(tái)帶進(jìn)辦公室，或讓新人自己去問(wèn)旁邊的同事筆在哪兒取，咖啡在哪兒拿，這樣做似乎很省事，但花時(shí)間親自迎接新員工并給予一些幫助，會(huì)讓他們對(duì)你的第一印象極其深刻。"這些事情不能請(qǐng)人代芳，"羅森說(shuō)，"因?yàn)樗艽_定員工關(guān)系的基調(diào)。"此外，還要確保讓新員工認(rèn)識(shí)那些不常露面但很重要的人，比如地下室負(fù)責(zé)收發(fā)工作的辦事員，因?yàn)槊總€(gè)人都需要認(rèn)識(shí)他，卻很少看到他，《如何讓你的新雇員迅速適應(yīng)工作》一書(shū)的作者喬治·布萊特 (George Bradt)說(shuō)道。布萊特建議管理者關(guān)注辦公室里的社交網(wǎng)絡(luò)，比如告訴新員工哪個(gè)是壘球隊(duì)的隊(duì)長(zhǎng)。對(duì)新人來(lái)說(shuō)，在同一級(jí)找到一個(gè)能幫忙的人非常重要。派一個(gè)“搭檔”給新員工，能讓他感到自己與同事之間的關(guān)系更為融洽。

　　The unwritten rules. Every once has rules you won't find in the HR manual. Be sure on the first few days to point out those subtleties to new employees. Think about daily routines while giving a our of the office the coffee pot everyone on staff is responsible for, the lunch room, the places where bosses tend to congregate-and highlight those so that a new hire can feel familiar with the office culture. "I've seen people have really bad experiences because no one ever told them what the unwritten practices are," says Ms. Lawson.

　　點(diǎn)出潛規(guī)則。每個(gè)辦公室都有在人力資源手冊(cè)中找不到的潛規(guī)則，一定要在新員工上班的頭幾天里，把這些微妙的東西向他們挑明。在帶他們熟悉辦公室時(shí)，想想一些辦公室的常規(guī)，并把一些值得注意的地方告訴他們，比如咖啡機(jī)每個(gè)人都要負(fù)責(zé)清洗，在哪個(gè)房間吃午飯;老板們通常在哪兒碰頭聊天等等。這樣一來(lái)，新員工就能感覺(jué)自己正在融入辦公室的文化之中。“我見(jiàn)過(guò)有些新員工剛進(jìn)公司就把事情搞得一團(tuán)糟，因?yàn)闆](méi)人告訴他們辦公室里有哪些潛規(guī)則。”羅森說(shuō)道。

　　Set goals. Once a new employee is settled into the office, it is important to sit down to discuss and establish a short-and long-term plan Early on, employees should have a c1ear understanding of managemen1's expectations and how they will be reviewed. From there, Ms. Lawson suggests holding weekly one-on-one meetings for the first month or so. "Bringing an employee on board is a process that needs to take place over weeks and months," she says. "It's not just a one-time event

　　設(shè)定目標(biāo)。 新員工一旦安頓下來(lái)，管理者就有必要和他們一起坐下來(lái)，討論并確定一個(gè)他們?cè)诠景l(fā)展的短期和長(zhǎng)期規(guī)劃。剛開(kāi)始的時(shí)候，新員工就應(yīng)該對(duì)管理者的期望值以及對(duì)工作表現(xiàn)的考核方式有一個(gè)清晰的認(rèn)識(shí)。在此基礎(chǔ)上，羅森建議在新員工人司的頭一個(gè)月左右，管理者每周與他們一對(duì)一地談一次。“讓新員工適應(yīng)新環(huán)境需要 -個(gè)過(guò)程，可能要花幾周時(shí)間，甚至幾個(gè)月時(shí)間。”她說(shuō)，“這不能一蹴而就。”