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| 个人信息 |
| 姓 名： |
谢译员 [编号]:3046 |
性 别： |
女 |
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| 擅长专业： |
英语 |
出生年月： |
1989/8/1 |
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| 民 族： |
汉族 |
所在地区： |
广东 广州 |
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| 文化程度： |
硕士 |
所学专业： |
商务英语研究 |
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| 毕业时间： |
2012 |
毕业学校： |
广东外语外贸大学 |
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| 第一外语： |
英语 |
等级水平： |
专业八级 |
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| 口译等级： |
高级 |
工作经历： |
1 年 |
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| 翻译库信息 |
| 可翻译语种： |
英语、德语 |
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| 目前所在地： |
广东 广州 |
| 可提供服务类型： |
笔译、口译、家教 |
| 每周可提供服务时间： |
笔译工作每天都可进行
口译及外语家教：周二，周五，周六，周日
其他时间也可协调 |
| 证书信息 |
| 证书名称： |
专业英语八级 |
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| 获证时间： |
2009/12/1 |
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| 获得分数： |
66 |
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| 证书名称： |
剑桥商务英语高级 |
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| 获证时间： |
2009/6/1 |
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| 获得分数： |
C |
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| 工作经历 |
| 工作时期： |
2010/6/1--2010/7/1 |
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| 公司名称： |
广州国际灯具展 |
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| 公司性质： |
合资企业 |
| 所属行业： |
翻译 |
| 所在部门： |
销售 |
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| 职位： |
摊位翻译 |
| 自我评价： |
主要担任前台及翻译的工作；
在公司销售人员与外商谈话时进行翻译，保障商业洽谈顺利进行。
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| 工作时期： |
2008/10/1--2009/4/1 |
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| 公司名称： |
中国进出口商品交易会 |
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| 公司性质： |
民营企业 |
| 所属行业： |
翻译 |
| 所在部门： |
销售 |
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| 职位： |
摊位翻译 |
| 自我评价： |
通过展会的工作，学习到对外贸易的基本流程，掌握了国际贸易中的专业术语，培养了自己的沟通能力；
学习了形式合同的制作，商品价格、材积和数量的计算；
曾在一天中接待约20名外商，并成功拿到约5张订单，在高强度的工作中锻炼了自己的抗压能力。
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| 笔译案例信息 |
| 案例标题： |
雅芳人才测评 |
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| 原文： |
由于实施人才测评需要教育测量学、心理学、管理学、计算机等多门学科知识，为了保证测评的质量， 企业内部需要参与测评的员工必须通过人才测评领域的专业培训并获得相关资格证书.测评小组委员由不同功能部门,不同级别的人员构成.直属主管根据测评小组的测评结果做出最终评分决策. 另外，对于雅芳特定精英人员的测评，除了公司内部多角度度评估外，还将增加外部专业的测评人员参与测评。
现代人力资源管理人才测评系统将被应用于招聘或人才库建立, 分析企业内部状况, 确定相应发展及行动计划, 选择人才及晋升, 确立接班人选方面。从人才的使用看，只有依靠人才测评客观公正的测评信息，才能做出客观正确的人事决定。“知人”才能善任，以“知人”为前提，从而达到“人尽其才”“才尽其用”“人与事适”“事与人配”的最佳人力资源管理状态。
现代人力资源管理是以“人”为中心开展工作，对人是一种“我能帮你做什么”的“主动开发型”的管理模式.人才测评与雅芳绩效管理计划保持一致同步实施, 让员工清晰地了解到自己所处人才市场分位, 人岗匹配度,同时认识到个人优势及需要发展的领域并能让员工清楚地看到未来对他们期待什么，更进一步地， 他们能估计他们的技能和利益多大程度上符合整个方向和明确的竞争力要求，从而帮助员工主动地管理自身的职业发展规划。
现代人力资源管理人才测评同时使雅芳能够及时了解员工的竞争力短板, 以便制定相应的发展计划, 令员工在人才市场中始终保持一定的分位并且把它作为确定薪酬配置和人才选拔的因素之一. 此外, 让企业进一步了解团队的竞争力组合状况, 为建立最有效的团队结构提供了可靠的信息. 现代人力资源管理人才测评系统帮助雅芳把人才分为有发展潜力的人才和适合的人才(20/80原则).当需要确定一个有发展潜力的人才的时候, 不能单凭一次测试分数决定, 必须经过多次/多角度的测试才最终确定. 被定义为有发展潜力的人才后, 并不代表结果是永恒不变的, 而是随着其综合竞争力发展及所处市场分位的变化而重新定义. |
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| 译文： |
The practice of the intelligence appraisal system is based on subjects, such as educational meassurement, psychology, management and computation technology. In order to assure the quality of the system, people who take part in the system should be trained of the knowledge in the intelligence appraisal field and obtain related qualification certificate. The appraisal team consists of members from different functional departments and different grades. The immediate supervisor gives the final mark according to the results of the appraisal team. Moreover, in Avon, the appraisal of specific elite employees is made not only by the demensional appraisal system inside the company, but also proffessional assessment outside the company.
The intelligence appraisal system of modern human resources management will be used to recruit employees, establish talent pool, analyze internal situation, determine the appropriate development and action plans, select and promote talents and select successors. From the perspective of using human resources, only by relying on the objective and fair evaluation of the intelligence appraisal system can we make objective and accurate personnel decisions. "Knowing" is the base of appropriate personnel decisions. Based on “kwoning” can we achieve the best situation of human resources management, which is "full use of human resourses", "best use of talents"and "matching the appropriate people with suitable work".
Modern human resources management takes "people" as the center of work. The management model towards people is an "active-developing" and "what-I-can-do-for-you" one. In Avon, the intelligence appraisal and performance management programs maintain consistent, so that the staff can not only understand their positions in the human resources market, the person-job fit degree, their personal strengths and the areas in need of development, but also see clearly what they expect in the future. What is more, they can estimate the extent to which their skills and interests are consistent with the overall direction and their need of competitive power. All the points mentioned above would help employees take the initiative to manage their own career development plans.
At the same time, the intelligence appraisal system of modern human resources management can inform Avon of the competitive shortcomings of employees in time, so that the corresponding development plan can be brought out to help employees keep their position in the human resources market. The plan will be a consideration in payment distribution and talent recruitment. Moreover, the knowledge of the competitive power structure in a team is reliable information to build the most efficient team.The intelligence appraisal system of modern human resources management helps Avon categorize people into people with developing potential and appropriate talent (20/80 rule). Whether a person has developing potential can not be decided by the mark in one test. It should be finally decided by several demensional tests. Being defined as people with developing potential is not eternal, but will be redefined with the development of comprehensive competitive power and the change of the position in the human resources market.
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| 口译案例信息 |
| 口译项目简介： |
多次参加广交会进行翻译工作
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