Unit One
核心员工的特征
大卫·G．詹森
1核心员工究竟是什么样子的?几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。我请一位客户——一位正参与研究的人事部经理，给我解释一下。“每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。
在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”他说，“他们对我的公司而言不可或缺。当请你们公司替我们招募新人的时候，我们期待你们会去其他公司找这样的人：其他公司经理不想失去的员工。我们只招募核心员工。”1 What exactly is a key player? A "Key Player" is a phra that I've heard about from employers
during just about every arch I've conducted. I asked a client - a hiring manager involved in a
recent arch - to define it for me. "Every company has a handful of staff in a given area of
experti that you can count on to get the job done. On my team of ven process engineer and
biologists, I've got two or three whom I just couldn't live without," he said. "Key players are
esntial to my organization. And when we hire your company to recruit for us, we expect that
you'll be going into other companies and finding just that: the staff that another manager will not
want to e leave. We recruit only key players."
2这是一段充满了鼓动性的谈话，目的是把猎头们派往竞争对手的公司去游说经验丰富的员工们做一次职业变更。他们想从另一家公司招募核心员工。然而，每家公司也从新人中招人。他们要寻找的是完全一样的东西。“我们把他们和公司顶级员工表现出的特质进行对照。假如他们看起来有同样特征的话，我们就在他们身上赌一把。”只是这样有点儿冒险。This is part of a pep talk intended to nd headhunters into competitor's companies to talk to
ann kathrinthe most experienced staff about making a change. They want to hire a "key player" from
如何提高心理素质
another company. Every company also hires from the ranks of newbies, and what they're
looking for is exactly the same. "We hold them up to the standards we e in our top people. If it
looks like they have the same traits, we'll place a bet on them." It's just a bit riskier.
3“这是一种有根据的猜测，”我的人事经理客户说。作为未来的一名员工，你的工作是帮助人事部经理降低这种风险，你需要帮助他们认定你有潜力成为一名核心员工。3 "It's an educated guess," says my hiring manager client. Your job as a future employee is to
help the hiring manager mitigate that risk. You need to help them identify you as a prospective altec lansing
"key player".
4特征1：无私的合作者
职业顾问和化学家约翰·费策尔最早提出了这个特征。关于这个特征，人们已经写了大量的文章。它之所以值得被反复谈及，是因为这一特征是学术界和企业间最明显的差别。“这里需要合作，”费策尔说，“企业的环境并不需要单打独斗，争强好胜，所以表现出合作和无
私精神的员工就脱颖而出了。在企业环境中，没有这样的思维方式就不可能成功。”4 Trait 1: The lfless collaborator
love must need our patienceJohn Fetzer, career consultant and chemist, first suggested this trait, which has already been 得道多助 失道寡助翻译
kies是什么written about a great deal. It derves repeating becau it is the single most public difference
between academia and industry. "It's teamwork," says Fetzer" The business environment is less
lone-wolf and competitive, so signs of being collaborative and lfless stand out. You just can't
负笈
succeed in an industry environment without this mindt"
fantasy
hnd5许多博士后和研究生在进行这种过渡的过程中表现得相当费力。因为生命中有那么长一段时间他们都在扮演一个独立研究者的角色，并且要表现得比其他年轻的优秀人才更出色。你可以藉此提高在公司的吸引力：为追求一个共同的目标和来自其他实验室和学科的科学家们合作——并且为你的个人履历上的内容提供事迹证明。这个方法，加上你在描述业绩
时开明地使用代词“我们”，而不是“我”，能使公司对你的看法从 “单干户”转变成“合作者”。更为有利的是，要在你实验室内部，以及在和你们实验室合作的人们之间，培养一个良好声誉：一个鼓励并发动合作的人——还要保证让那些会接听调查电话的人们谈及你的这个品质。5 Many peptides and grad students have a tough time showing that they can make this transition
becau so much of their life has involved playing the independent- rearcher role and
outshining other young stars. You can make yourlf more attractive to companies by working
together with scientists from other laboratories and disciplines in pursuit of a common
goal and documenting the results on your resume. This approach, combined with a liberal u
of the pronoun "we" and not just "I" when describing your accomplishments, can change the nylon是什么意思
company's perception of you from a lone wolf to a lfless collaborator. Better still, develop a
reputation inside your lab and with people your lab collaborates with as a person who fosters
and initiates collaborations and make sure this quality gets mentioned by tho who will take
tho reference phone calls.
6特征2：紧迫感
唐-豪特是一位给aaas.sciencecareers@org 网站论坛频繁写稿的撰稿人。他之前是一名科学家。许多年前他转向了企业，并一直做到高级管理的职位。他在3M公司一个部门负责策略和商业开发工作，这个部门每年上缴的税收高达24亿多美元。他就是一个重视紧迫感的人。6 Trait 2: A n of urgency
