2022年上半年商務(wù)英語中級(jí)口試練習(xí)題：制定合理的提拔政策

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Make a good and sound promotion policy

There is a job opening for sales manager in your company. And it is decided that the opening should be filled from within the company. You have been asked to make recommendations about the promotion policy. Discuss the situation together, and decide:

l why to have promotion-from-with instead of external recruitment

l how to make a good and a sound promotion decision

制定合理的提拔政策

你們所在公司的銷售部經(jīng)理這個(gè)職位空缺，公司已決定從公司內(nèi)部提拔。請你們就提拔政策提出建議。討論并決定：

l 不從外部招聘而選擇內(nèi)部提拔的理由

l 如何制定合理的提拔政策

A: As you know, there is a job opening for sales manager in our company and it is decided that the opening should be filled from within the company.

B: It is a sound decision, isn’t it ? you see, our company is a big and well-established corporation. There are abundant human resources we can make full use of .

A: Yes, I completely agree with you, since external recruitment will entail more cost for orientation and training, and it’s sometimes difficult to determine whether the efforts to locate promising talents are effective and cost-efficient.

B: Furthermore recruiting external candidates will discourage/undermine the morale and productivity of our employees, while promoting someone from within has motivational value.

A: Yes. Promotion-from-within can serve as a reward for the sales staff with ability and outstanding work performance and encourage them to continue their efforts.

B: Precisely.

A: Undoubtedly, promotion-from-within contributes to both the career development of individual and the overall growth and success of our corporation. However, you know, as a coin has two sides, promotion-from-within, sometimes, can lead to internal conflict among employees.

B: Yes, I see. But we can manage to sidestep this issue.

A: Oh! How to manage it?

B: By carrying out an effective, just and fair promotion policy with clear description of qualifications, experience, merits, personal qualities required.

A: I see. So when selecting a sales manager, we should make an investigation of all related aspects of the candidates, such as experience in communicating with people of various backgrounds and past performance, and their ability in expanding market and so on.

B: Quite right.

A: Besides, we should also make sure that our promotion decisions are based only on qualifications, demonstrated performance, and skill base of the applicant and not on race, sex, seniority or other irrelevant criteria.

B: Yes, the existence of discrimination can undermine both the morale and productivity of its victims.

A: it’s really crucial to eradicate/avoid all form of discrimination in promotion when making a good and sound promotion decision.

B: Of course.

A: 就你所知，我們公司的銷售經(jīng)理職位空缺并且我們決定在內(nèi)部選拔人員來填補(bǔ)這個(gè)空缺。

B： 這是一個(gè)合理的決定，不是么?你知道，我們公司是一個(gè)完善的大公司。這里有豐富的人力資源我們可以充分利用。

A： 是的，完全同意。因?yàn)橥獠空衅敢馕吨度敫喑杀救ブ笇?dǎo)和培訓(xùn)，并且有時(shí)候很難決定努力尋找有潛力的人員是否是有效及核算的。

B：而且從外部招聘員工將會(huì)挫傷內(nèi)部員工的士氣和影響生產(chǎn)力，內(nèi)部提升則會(huì)激勵(lì)員工價(jià)值。

A：是的，內(nèi)部招聘可以作為對具有能力和杰出表現(xiàn)的銷售人員的一種獎(jiǎng)勵(lì)?？梢怨膭?lì)他們繼續(xù)努力工作。

B：確實(shí)是這樣。

A：無疑，內(nèi)部招聘對個(gè)人的職業(yè)發(fā)展以及公司的整體的順利成長都有貢獻(xiàn)。然而，你知道，事情都具有兩面性，內(nèi)部招聘有時(shí)候，可以導(dǎo)致員工的內(nèi)部沖突。

B：是的，我知道。但是我們會(huì)設(shè)法避免這個(gè)問題。

A: 哦，怎么樣去避免呢?

B：通過開展有效的、公平的晉升政策，簡單的說明所需具備的資格、經(jīng)驗(yàn)、優(yōu)點(diǎn)和人品。

A：我明白了。因此當(dāng)挑選一個(gè)銷售經(jīng)理，我們應(yīng)該做一個(gè)對候選人所有相關(guān)方面的調(diào)查，例如與不同背景的人們溝通的經(jīng)驗(yàn)，過去的成績和他們擴(kuò)張市場的能力等等。

B：非常正確。

A：除此之外，我們應(yīng)該確保我們的升職決定只以資格、所顯示的成績和技能為基礎(chǔ)而不是以種族、性別或其他無關(guān)的標(biāo)準(zhǔn)為基礎(chǔ)。

B：是的，歧視的存在會(huì)破壞士氣和員工的生產(chǎn)力。

A：當(dāng)制定一個(gè)良好的合理的提升決定，其關(guān)鍵在于避免各種晉升歧視。

B：當(dāng)然。

(1) Is the leadership quality important for a sales manager? (Why?/Why not?)

領(lǐng)導(dǎo)才能對于銷售經(jīng)理而言重要嗎?(為什么?)

Yes. Leadership cannot be neglected, since a sales manager should make sure that not only he himself but the whole department do a fabulous job. The large part of a manager’s job is about supervising and the job is best done by people who know the ropes.

(2) Is satisfying performance important when selecting a sales manager from sale staff? (Why?/Why not?)

從銷售人員中選拔銷售經(jīng)理，良好的銷售業(yè)績重要嗎?(為什么?)

Yes. Successful performance can at least demonstrate and substantiate(展示和證實(shí))some aspects of the candidate’s ability, such as communicative skills, sales experiences and so on.

(3) Would you consider a well-educated candidate when promoting a sales manager?(Why?)

你會(huì)考慮提升有良好教育背景的候選人當(dāng)銷售經(jīng)理嗎?(為什么)

Yes. A well-educated and well-trained candidate is furnished with rich theory and knowledge. He/she can adapt himself/herself easily to his/her new role.

(4) Is it important for a sales manager to be ambitious? (Why?/Why not?)

就銷售部經(jīng)理而言，有宏圖大志重要嗎?(為什么?)

Yes. Ambition will push or encourage one to work harder and better and is necessary for great success.

(5) Would you consider a competent candidate who is a stranger in sales when filling the vacancy of sales manager? (Why?/Why not?)

你會(huì)提拔一個(gè)有能力但卻是個(gè)銷售外行的候選人擔(dān)任銷售部經(jīng)理嗎?(為什么?)

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