譯/蔡力堅(jiān)

中國(guó)商業(yè)銀行走出去的準(zhǔn)備工作目前還不夠充分，一個(gè)迫切需要解決的問(wèn)題是缺乏相應(yīng)的管理人才和專業(yè)人才，特別是熟悉國(guó)外金融文化和法律的人才匱乏。

An urgent need that has to be addressed before China’s commercial banks are fully ready to go global is to build an effective talent management strategy to recruit and retain top-notch managers and professionals2原文里提到“相應(yīng)的管理人才和專業(yè)人才”，于是，翻譯時(shí)大家可能會(huì)在“相應(yīng)的”上面做文章，塞進(jìn)諸如corresponding那樣的詞，但如此使用很不恰當(dāng)。, especially experts who are adept at navigating a global financial and legal environment.

[2] Effective global talent management could be pursued through four channels, namely outside recruitment,internal talent development, talent building through mergers and acquisitions, and use of outside expertise3.Each of these measures has its own pros and cons. In their push to go global,China’s commercial banks would have to tailor their global talent strategies to their specific goals for global expansion, their needs for managerial competence, and the availability of resources.

[2]企業(yè)獲取全球化人才主要包括以下四個(gè)途徑：從外部引進(jìn)全球化人才、通過(guò)內(nèi)部成長(zhǎng)培養(yǎng)人才、通過(guò)收購(gòu)公司的方式兼并人才、借用外部智囊。以上四種方式各有利弊，中國(guó)商業(yè)銀行在全球化的過(guò)程中應(yīng)當(dāng)根據(jù)自身的全球化進(jìn)展、管理能力和擁有資源等情況從中選擇合適的方法獲取全球化人才。

[3]金融危機(jī)為中國(guó)商業(yè)銀行從外部引進(jìn)人才創(chuàng)造了機(jī)會(huì)，但是外部人才可能會(huì)面臨企業(yè)價(jià)值觀的認(rèn)同和文化的適應(yīng)問(wèn)題。從總體看來(lái)，內(nèi)部培養(yǎng)人才的方式是必須存在的，倘若一個(gè)企業(yè)一直從外部吸收人才而忽略了公司內(nèi)部人才的挖掘培養(yǎng)，將無(wú)法在日益激烈的全球競(jìng)爭(zhēng)中站穩(wěn)腳跟。

[2] Effective global talent management could be pursued through four channels, namely outside recruitment,internal talent development, talent building through mergers and acquisitions, and use of outside expertise3許多人一看到“引進(jìn)”，就用introduction，一看到“培養(yǎng)”，便是cultivation，一看到“借用”，便是borrowing或leasing，但這些死摳字面、字字對(duì)應(yīng)的譯法不僅語(yǔ)言不通，而且完全不達(dá)意。introduction用在這里并沒(méi)有反映“引進(jìn)”的意思。實(shí)際上所謂“從外部引進(jìn)”，就是從外部招聘。由于前文已經(jīng)提及“全球化人才”，此處不必也不應(yīng)重復(fù)。內(nèi)部培養(yǎng)人才也可以說(shuō)train its own personnel；借用外部智囊也可以說(shuō)hire outside consultants。.Each of these measures has its own pros and cons. In their push to go global,China’s commercial banks would have to tailor their global talent strategies to their specific goals for global expansion, their needs for managerial competence, and the availability of resources.

[3] As a result of the financial crisis,an opportunity seems to have presented itself to China’s commercial banks in their bid to attract global talent.4這里的金融危機(jī)是指2008年危機(jī)，由于危機(jī)，不少金融機(jī)構(gòu)裁員，這為招聘人才提供了機(jī)會(huì)。同樣，這里的“引進(jìn)”也不宜按字面譯成introduce。But outside hires5對(duì)于“外部人才”，不少人喜歡用outside talents。首先，前面說(shuō)過(guò)，這里的人才是個(gè)集體性的概念，talent不應(yīng)該用復(fù)數(shù)形式；其次，既然是outside talent，就與本公司無(wú)關(guān)，談不上是否適應(yīng)本公司文化的問(wèn)題，故此處用了outside hires，指從外部招聘來(lái)的人，這樣意思就明確了。could face challenges in identifying with existing corporate values and cultures. Generally speaking,measures to develop talent internally6內(nèi)部培養(yǎng)人才也可以說(shuō) cultivate（或 develop）in-house talent。are indispensable. Any firm that fails to grow its own talent while relying solely on outside recruitment would find itself overwhelmed in an increasingly competitive world.

[4]另一方面，兼并也是在短期內(nèi)迅速獲得較多人才的一個(gè)較好方式。有效地利用被并購(gòu)企業(yè)的人才有利于采取正確的策略并保證客戶的穩(wěn)定性，同時(shí)迅速開(kāi)拓市場(chǎng)。在跨國(guó)收購(gòu)時(shí)，中國(guó)商業(yè)銀行需要評(píng)估合并企業(yè)所需的技能以及被收購(gòu)者所擁有的本地技能和業(yè)務(wù)能力，然后針對(duì)有價(jià)值的管理人員和員工啟動(dòng)保留機(jī)制。 □

[4] Another feasible approach to acquiring a sizable number of talented personnel in a short span of time is through an acquisition. Effective use of personnel from an acquired firm would help the acquirer adjust its overall strategy, stabilize its client base, and expand its market share rapidly7對(duì)于“迅速開(kāi)拓市場(chǎng)”，有人譯成accelerate market development，譯文含義很不明確。原文所說(shuō)的“開(kāi)拓市場(chǎng)”無(wú)非就是說(shuō)要爭(zhēng)取擴(kuò)大自己所占市場(chǎng)份額，所以可譯成 expand its market share或 expand its presence in a given market。. When it comes to overseas acquisitions, China’s commercial banks would have to evaluate what skills would be needed for merged entities and what local expertise and capabilities are available in acquired firms before implementing measures to retain qualified managers and employees.