大学英语阅读教程(二)
Warm-up 1. How are you preparing your future career? 2. Do you know what are the new rules for successful job hunting? New Rules for Landing a Job 1 When Nick A Corcodilos started
out in the headhunting business 20 years ago, he bad a
keen eye for tracking talent. From his base in 2 So instead of simply scouting for talent, Corcodi-los began advising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies, make the right contacts and deliver what companies are looking for in an interview. In his book, Ask the Headhunter (Plume, 1997), Corcodilos has reinvented the rules of the job search, from preparation to interview techniques. Here are his six new principles for successful job hunting: 3 Your résumé is meaningless. Headhunters know a résumé rarely gets you inside a company. All it does is outline your past---largely irrelevant since it doesn't demonstrate that you can do the work the hiring manager needs done. "A résumé leaves it up to employers to figure out how you can help their organization," Cor-codilos says. "That's no way to sell yourself." Recalling the marketing adage that a free product sample gives customers a reason to want more, he suggests you do the same: give employers an example of what you can do for them. "Create a new area in your resume. Call it 'value offered.' In two sentences, state the value you would bring to that particular employer." For example, "I will reduce your operations costs by streamlining your shipping department." Be specific, creating a separate résumé for each company you approach. 4 Don't got lost in HR. Headhunters try to get around the human-resources department whenever possible. "Most HR departments create an infrastructure that primarily involves processing paper," Coicodilos says. "They package, organize, file and sort you. Then, if you haven't gotten lost in the shuffle, they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR, the headhunter is on the phone, using a back channel to get to the hiring manager." 5 Do the same in your job search: apply directly to the person who will ultimately make the hire. 6 The rea1 matchmaking takes place before the interview. A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt, make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company, finding out about its culture, goals, competitors . 7 One of the best ways to learn about a company
is to talk to people who work there. Kenton Green, used this technique
while completing a doctoral program in electrical engineering
and optics at the 8 As you investigate a prospective employer, you'll often find you and the company are not made for each other. 'And that's good," Corcodilos says, "because when you do find the right fit, you'll walk into an interview with confidence, having decided this is where you want to work." 9 Remember, the company want to hire you. "A company holds interviews so it can find the best person for the job," Corcodilos says. "The manager will be ecstatic if that person turns out to be you---because then he or she can stop interviewing and get back to work." 10 So give yourself an attitude adjustment .If you convince yourself the manager wants to hire you, you’ll have a positive attitude at the interview and your attitude might influence the manager to feel good about you. 11 Pretend the interview is your first day at work. Most people treat an interview as if it were an interrogation. The employer asks questions, and the candidate gives answers. 12 Headhunters go out of their way to avoid that scenario. "Your attitude should be that of an employee who's there to talk about a new project, rather than the more obsequious attitude of a candidate who's hoping to get an offer," Corcodilos says. 13 Consider how Corcodilos coached Gerry Zagorski , who was pursuing an opening at a company. The vice president handling the interview told Zagorski the meeting could last no more than 20 minutes. Zagorski walked over to the VP's marker board and outlined the company's challenges and the steps he would take to increase its profits. Fifteen minutes later, as Zagorski wrote down his estimate of what he would add to the bottom line, he looked up at his interviewer. 14 "The guy's jaw was on the floor," Corcodilos says. "He told Zagorski that finishing the interview wouldn't be necessary. Instead, the VP brought in the rest of his team, and the meeting lasted for two hours." 15 Not only did Zagorski demonstrate that he understood and could do the job, he showed how the company would profit from hiring him when he turned the interview into a working meeting. 16 Got an offer? Interview the company. When an employer makes an offer, he does more than deliver a compensation package---he also cedes part of his control over the hiring process. 'At the outset of the interview, the employer controls the offer and the power that comes with it," Corcodilos says. "But upon making an offer, he transfers that power to the candidate. This is a power few people in that situation realize they have. It's the time for you to explore changing the offer to suit your goals and fully 17 Ask to meet members of the team you've been invited to join and to see the resources that would be at your disposal. Ask for more money---but only if you think you truly deserve it. And don't fret about how the employer might react. "As long as you present your requests professionally and not as demands," Cor-codilos says, "a good company will consider the things that are important to you." 18 Once you get that offer, "You have the power," says Corcodilos, "to decide whether, and on what terms, you want to hire that company." (1,100 words) ( Bill Breen Reader’s Digest 2000 ) Words and Expressions: headhunting [5hedhQntiN] n. （美口） 物色人才 blue-chip （口）第一流的 Xerox 施乐公司 IBM 国际商务机器 General Electric 通用电器 résumé [5rezjU:mei] n. 履历表 strike out 失败 adage [5AdidV] a. 格言 infrastructure [5infr[7strQktF[(r)] n. 行政机构 shuffle [5FQfl ] n. 筛选 back channel 不公开的渠道 parameter [pE5rAmitE] n. （口）限定性因素 optics [5Rptik] n. 光学 ecstatic [ik5stAtik] a. 狂喜的 interrogation [in7terEJ5geiF[n] n. 询问 scenario [si5nB:ri[J] n. 局面 obsequious [[b5si:kwi[] a. 卑躬屈膝的 outset [5aJset] n. 开始 cede [si:d] v. 交出 fret about 烦恼 COMPREHENSION CHECK I. Short answer questions: 1. How many new principles offered in this passage? 2. Which is most helpful to you? Why ? 3. What do you do to make yourself be confident in an interview? 4. What can you learn from Zagorski’s success in getting the job? II. Translate the underlined sentences. 1. All it does is outline your past---largely irrelevant since it doesn't demonstrate that you can do the work the hiring manager needs done. 2. In your own job hunt, make the same effort to ensure a good fit. 3. One of two things happened: I'd either get an interview or learn we weren't a good match after all." 4. Zagorski walked over to the VP's marker board and outlined the company's challenges and the steps he would take to increase its profits. 5. This is a power few people in that situation realize they have. Reference keys: I. 1. Six. 2. The first one. I once thought was very important in job hunting, but now I know a job hunter should emphasize on what he can do, not what he did in the past. 3. (1) Get as much information as possible about the company I’ll have an interview with. (2) Consider the interview as my first day at work. (3) Don’t fret about how the employer might react. 4. In an interview, it’s very important for the interviewee to show how the company would profit from hiring him. II. 1. 履历表所起的作用只是概括你的过去，大部分内容都用处不大。因为它无法表明你能胜任雇主需要你做的工作。 2. 你求职时应同样努力以确保这个工作适合你。 3. 结果不外乎两个：要麽得到一次面试的机会，要麽的知我们彼此不和适。 4. Zagorski 走到副总裁的记事版旁边概述公司所面临的挑战和他将采取的措施以增加公司盈利。 5. 再这种请况下，很少有人能意识到自己拥有这种力量。 |