叮咚 asked in 社會與文化語言 · 1 decade ago

請英文好的幫忙翻譯文章^^謝謝(別用翻譯機有點數)

HP has put its faith largely in the domestic market, Poon says, supplementing

that with clients from Japan and Korea. Looking Outward Japanese clients accounted for about 60% of the nondomestic outsourcing work in China in the first quarter of this year, while customers in Hong

Kong accounted for 10%, and clients in the U.S. and Europe combined accounted

for just over 22%. according to Analysys International.

Chinese companies that seek external clients face a variety of challenges.

A major one is communication, so having a U.S. office and Western managers

can be a big selling point.

That was part of IT United's appeal, says Miller. "IT United has a good mixture of

Western managers and Chinese man-agers, and English is how they do their business within their office." he says. Still, of the IT United team currently working for Miller's group, only the project manager has good conversational English ."^kills. "The other team members can write, but their speaking abilities are limited," Miller says.

Cultural differences represent another challenge — one that can complicate

communication. "The Chinese workers are going to agree with you most of the

time, rather than teii you, 'No. that's not a good idea,' " Miller says.

The solution is training, he says. "Part of our process is getting them to

understand that when we, as a group, review work and make corrections to

it, that's not a criticism; it's to better the project," Miller says.

"It took them a while to get a bit more open about it and start putting comments on each other's work." Another problem is retention of skilled Chinese employees. Turnover rates for IT professionals average 15% to 20% in China, compared with 10% elsewhere, says Lin.

"It will take a while to stabilize people," he says. "There are a lot of jobs in Shanghai.People move fast."

2 Answers

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  • 1 decade ago
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    潘說,惠普把它的信念大量地放在國內市場中,補給來自日本和朝鮮的客戶。根據國際分析師指出,在第一季度中,日本客戶大約有60%的非國內外包工作是在中國,香港有10%,美國和歐洲加起來則只有22%。

    在尋找外部客戶時,中國公司往往面臨多種挑戰。最主要的一個便是溝通,因此有個美國辦事處和西方人事的經理將是個賣點。

    米勒說,這點曾經是 IT United 呼籲過的。IT United 再西方與東方的經理階層有良好的合作方式,他說,英文是他們在辦公室內的主要語言。然而,在IT United 裡,米勒的工作團隊中,依然只有企劃主管有良好的英語溝通能力。其他的團隊成員雖然能寫,但對話的能力還是有限。

    米勒說,文化差異則是另一個挑戰 – 它會將溝通弄得更加複雜。中國的員工多半會選擇同意你的看法,而不願適時的告訴你「不,這不是個好主意!」

    他說,解決的辦法就訓練。其中的一個過程就是讓他們了解,我們,也屬於團隊的一份子,在檢驗及修正工作,為的不是要批評或挑毛病,而是要讓工作更加完美。

    我們花了一些時間才讓他們稍微放開些,並開始在工作上提出他們的看法與見解。另一個是中國技術員工的保留問題。林說,和其他地方的 10% 比較起來,中國IT(Information Technology,資訊工程)專業人才的轉職率高達15%到20%。

    他說,這將要花點時間才能把人力穩定住。在上海有許多工作機會,所以人力流動的很快。

  • 1 decade ago

    HP 已經在國內市場中主要地放它的信心,胡桐說,補充

    哪一與來自日本和韓國的客戶。 看向外的日本客戶佔了在今年的第一季中國大約 60% 的非國內的支援外包的工作,當消費者的時候在 Hong

    Kong 在美國佔了 10% 、和客戶和解釋的聯合的歐洲

    對於只是超過 22%. 根據對 Analysys 國際的。

    尋求外部的客戶的中國公司面對多種挑戰。

    maj

    Source(s): 我自己
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