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　　英語四級閱讀200篇：新員工適應(yīng)工作環(huán)境

　　Acclimating Newcomers to the Office

　　For most managers, finding the right person for an open position is the biggest hurdle in hiring. But getting new hires on solid ground is key to making sure they will be enfective on the job，says Karen Lawson, president of Landsdale, Pa.-based Lawson Consulting Group Inc. and author of, New Employee Orientation Training.

　　Here are some steps managers can take to make the transition smooth:

　　Inform your staff. Even a simple email will help put staff at ease when an unfamiliar face shows up at the office. If the new hire is part of possible with existing staff to avoid tension. Host an informal meeting or a structural change, Ms. Lawson recommends managers be as open as send a memo detailing how the new employee's responsibilities wil1 fit in with other roles.

　　Make space. It's important for new hires to have an office or cubicle space to call their own off the bat.While it sounds simple enough, securing a desk，computer，phone and email address for a new employee can become a logistical nightmare when left to the last minute, says Ms. Lawson. Without it, a new hire's first few days on the job will be unsettling---and it is something most people don't forget，even if a joke is made of it later on.

　　Find face time. It's temptiog to send an assistant to bring in a new employee from the reception desk or to have your new hire ask a neighbor where to go for pens or coffee, but taking the time to great new employees in person and show them the ropes makes a critical first impression. "This not something that can be delegated，"says Ms. Lawson. "It really sets the tone." And be sure to also include those people who may be out of sight, but who are critical to know. The shipping c1erk in the basement might be the person everyone needs to know, but rarely sees, says George Bradt, author of On boarding: How to Get Your New Employees Up to Speed in Half the Time. Mr. Bradt advises managers keep in mind the social network of the office, for example, pointing out the person in charge of the softball team. It is important for a new hire to have someone on his or her level to turn to for help. Assign a ‘buddy' to help make a new hire feel more connected to colleagues.

　　The unwritten rules. Every once has rules you won't find in the HR manual. Be sure on the first few days to point out those subtleties to new employees.Think about daily routines while giving a our of the office the coffee pot everyone on staff is responsible for, the lunch room, the places where bosses tend to congregate-and highlight those so that a new hire can feel familiar with the office culture. "I've seen people have really bad experiences because no one ever told them what the unwritten practices are," says Ms. Lawson.

　　Set goals.0nce a new employee is settled into the office, it is important to sit down to discuss and establish a short-and long-term plan Early on, employees should have a c1ear understanding of managemen1's expectations and how they will be reviewed. From there, Ms. Lawson suggests holding weekly one-on-one meetings for the first month or so. "Bringing an employee on board is a process that needs to take place over weeks and months," she says. "It's not just a one-time event."

　　讓新員工適應(yīng)工作環(huán)境的方法

　　對大多數(shù)管理者來說，為一個(gè)崗位找到合適的人選是招聘時(shí)的最大挑戰(zhàn);但只有讓新員工適應(yīng)新的工作環(huán)境，才能確保他們能把工作做好，賓夕法尼亞州Landsdale市羅森咨詢集團(tuán)公司的總裁凱倫羅森說，她也是《新員工人職培訓(xùn)》一書的作者。

　　管理者可以采取以下一些方法，讓新員工的轉(zhuǎn)型更為順利。

　　通知老員工。當(dāng)有陌生的臉出現(xiàn)在辦公室時(shí)，一份簡單的電子郵件通知能讓老員工感覺更舒服。如果新員工的到來是一種結(jié)構(gòu)上的調(diào)整，羅森建議管理者向現(xiàn)有的員工開誠布公地進(jìn)行溝通，以免產(chǎn)生緊張情緒。舉行一個(gè)非正式會議，或者發(fā)一份備忘錄，詳細(xì)說明新員工在職責(zé)定位上如何與其他員工互動。

　　給新員工空間。讓新員工有一個(gè)能稱之為獨(dú)立空間的辦公室或小隔間非常重要。雖然昕上去很簡單，但在很短的時(shí)間內(nèi)安排出一張辦公桌、一臺電腦、一部電話和相應(yīng)的電子郵件可能非常困難，羅森說道。沒有獨(dú)立辦公空間的話，新員工頭幾天的日子會很不好過。這種窘迫會讓大多數(shù)新員工終生難忘，即使將來他們只是帶著調(diào)侃的語氣來回顧那段日子。

　　找時(shí)間當(dāng)面溝通。讓助手把新員工從前臺帶進(jìn)辦公室，或讓新人自己去問旁邊的同事筆在哪兒取，咖啡在哪兒拿，這樣做似乎很省事，但花時(shí)間親自迎接新員工并給予一些幫助，會讓他們對你的第一印象極其深刻。"這些事情不能請人代芳，"羅森說，"因?yàn)樗�能確定員工關(guān)系的基調(diào)。"此外，還要確保讓新員工認(rèn)識那些不常露面但很重要的人，比如地下室負(fù)責(zé)收發(fā)工作的辦事員，因?yàn)槊總�(gè)人都需要認(rèn)識他，卻很少看到他，《如何讓你的新雇員迅速適應(yīng)工作》一書的作者喬治·布萊特 (George Bradt)說道。布萊特建議管理者關(guān)注辦公室里的社交網(wǎng)絡(luò)，比如告訴新員工哪個(gè)是壘球隊(duì)的隊(duì)長。對新人來說，在同一級找到一個(gè)能幫忙的人非常重要。派一個(gè)“搭檔”給新員工，能讓他感到自己與同事之間的關(guān)系更為融洽。

　　點(diǎn)出潛規(guī)則。每個(gè)辦公室都有在人力資源手冊中找不到的潛規(guī)則，一定要在新員工上班的頭幾天里，把這些微妙的東西向他們挑明。在帶他們熟悉辦公室時(shí)，想想一些辦公室的常規(guī)，并把一些值得注意的地方告訴他們，比如咖啡機(jī)每個(gè)人都要負(fù)責(zé)清洗，在哪個(gè)房間吃午飯;老板們通常在哪兒碰頭聊天等等。這樣一來，新員工就能感覺自己正在融入辦公室的文化之中�！拔乙娺^有些新員工剛進(jìn)公司就把事情搞得一團(tuán)糟，因?yàn)闆]人告訴他們辦公室里有哪些潛規(guī)則�！绷_森說道。

　　設(shè)定目標(biāo)。新員工一旦安頓下來，管理者就有必要和他們一起坐下來，討論并確定一個(gè)他們在公司發(fā)展的短期和長期規(guī)劃。剛開始的時(shí)候，新員工就應(yīng)該對管理者的期望值以及對工作表現(xiàn)的考核方式有一個(gè)清晰的認(rèn)識。在此基礎(chǔ)上，羅森建議在新員工人司的頭一個(gè)月左右，管理者每周與他們一對一地談一次�！白屝聠T工適應(yīng)新環(huán)境需要 -個(gè)過程，可能要花幾周時(shí)間，甚至幾個(gè)月時(shí)間�！彼�說，“這不能一蹴而就。”

　　句型講解：

　　1. While it sounds simple enough, securing a desk, computer, phone and email address for a new employee can become a logistical nightmare when left to the last minute, says Ms. Lawson.

　　本句是一個(gè)復(fù)合句，syas Ms. Lawson前面的成分充當(dāng) says的賓語。其中 while引導(dǎo)讓步狀語從句。 securing...a new employee動名詞短語作主語。 when引導(dǎo)時(shí)間狀語從句。

　　語法重點(diǎn)：賓語從句，讓步狀語從句，動名詞短語作主語，時(shí)間狀語從句。

　　2. It's tempting to send an assistant to bring in a new employee from the reception desk or to have your new hire ask a neighbor where to go for pens or coffee, but taking the time to greet new employees in person and show them the ropes makes a critical first impression.

　　本句是一個(gè)復(fù)合句。 It是形式主語，真正的主語是后面的兩個(gè)并列的不定式短語。在第二個(gè)不定式短語中， ask a neigbbor. . . coffee是have的賓語補(bǔ)足語。 taking time...ropes動名詞短語作主語。

　　語法重點(diǎn)：形式主語，賓語補(bǔ)足語，動名詞短語作主語

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