日企向礼貌的外国求职者敞开大门

2014-09-24 18:21:11来源：可可英语

　　"Altogether, 90 percent of all college graduates end up with a decent job in Japan," he added. "That number would be preposterous in other countries."

　　“最后，90%的大学毕业生都会在日本找到一份不错的工作，”他还说。“这个数字在其他国家会很荒谬。”

　　According to the Japanese Ministry of Education and Science, 94.4 percent of this year'sgraduating students had found a full-time job by the spring.

　　根据日本文部科学省(Japanese Ministry of Education and Science)的统计数据，今年94.4%的毕业生都在春季找到了一份全职工作。

　　Another advantage is that companies do not expect their new recruits to hit the groundrunning. They are willing to hire employees without skills and invest in building theircapabilities, hoping to reap the benefits over time.

　　另一个优势是，各公司并不指望他们的新员工能很快上手。他们愿意聘用没有什么技能的人，然后再培养他们的能力，希望在一段时间过后能有所收获。

　　"They hire you based on your potential, including your language skills," Mr. Ogake said.

　　大悬德说，“他们雇你是看重你的潜力，包括你的语言能力。”

　　Mr. Taguchi, who worked for Mitsui Life for decades before retiring, agreed. "Corporationsdon't think universities prepare students for a job," he said, "so they have comprehensive in-house training systems."

　　曾为三井生命(Mitsui Life)工作过数十年、现已退休的田口吉弘也同意这个观点。“企业并不认为大学已经让学生们做好了工作准备，”他说，“所以他们拥有全面的内部培训体系。”

　　Ramin Khatami, 27, an engineering graduate student from Iran at Gunma University, said thiswas what led him to study in Japan.

　　27岁的拉敏·哈塔米(Ramin Khatami)来自伊朗，毕业于群马大学(Gunma University)工程系。他说，这就是他来日本学习的原因。

　　"Japanese corporations are very competitive and provide the best education for employees,"said Mr. Khatami, who hopes to work for a high-tech company such as Kyocera. "I can progresstoward my goal with such good training."

　　“日本公司的竞争意识非常强，会为员工提供最好的教育，”哈塔米说。他希望能为京瓷(Kyocera)等高科技公司工作。“有了这么好的培训，我就能朝自己的目标前进了。”

　　The Japanese approach has several consequences for career development. One is thatmidcareer hiring is relatively rare — there's an expectation that young recruits will rise intomanagement positions through in-house training and experience. Another is that promotionoften comes slowly in the early years; five to seven years is the minimum to reach the lowestrung in a managerial hierarchy, said Mr. Ichikawa, the Pasona executive.

　　日本的做法对职业发展有一些影响。其中一点是，在职业中期换工作的情况相对少见——年轻的新成员有通过内部培训和工作经验升入管理层的可能性。另一点是，在职业生涯的早期阶段，升职一般会很慢;博科的高管市川友之说，进入管理层的最底层至少需要五到七年时间。

　　That can lead to defections: Foreign companies operating in Japan often hire internationalsaway with attractive salaries and positions, Mr. Ichikawa said.

　　这也会导致一些问题。市川友之说，在日本的外国企业往往会用高薪和职位把这些留学生挖走。

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