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TRAITS OF THE KEY PLAYERS
核心员工的特征
What exactly is a key play？ 核心员工究竟是什么样子的?
A “Key Player” is a phrase that I've heard about from employers during just about every search I've conducted.
几乎每次进行调查时，我都会从雇主们那里听到“核心员工”这个名词。 I asked a client — a hiring manager involved in recent search — to define it for me.
我请一位客户——一位正参与研究的人事部经理，给我解释一下。
“Every company has a handful of staff in a given area of expertise that you can count on to get the job done.
“每家公司都有少数几个这样的员工，在某个专业领域，你可以指望他们把活儿干好。 On my team of seven process engineers and biologists, I've got two or three whom I just couldn't live without,” he said.
在我的小组中，有七名化工流程工程师和生物学家，其中有那么两三个人是我赖以生存的，”他说，
“Key players are essential to my organization. “他们对我的公司而言不可或缺。
And when we hire your company to recruit for us, we expect that you'll be going into other companies and finding just:
当请你们公司替我们招募新人的时候，我们期待你们会去其他公司找这样的人： the staff that another manager will not want to see leave. 其他公司经理不想失去的员工。 We recruit only key players.”
我们只招募核心员工。”
This in part of pep talk intended to send headhunters into competitor's companies to talk to the most experienced staff about making a change.
这是一段充满了鼓动性的谈话，目的是把猎头们派往竞争对手的公司去游说经验丰富的员工们做一次职业变更。
They want to hire a “key player” from another company. 他们想从另一家公司招募核心员工。
Every company also hires from ranks of newbies,
然而，每家公司也从新人中招人。
and what they're looking for is exactly the same. 他们要寻找的是完全一样的东西。
“We hold them up to the standards we see in our top people. “我们把他们和公司顶级员工表现出的特质进行对照。
If it looks like they have these same traits, we'll place a bet on them.” 假如他们看起来有同样特征的话，我们就在他们身上赌一把。” It's just a bit risker.只是这样有点儿冒险。
“It's an educated guess,”“这是一种有根据的猜测，” says my hiring manager client.我的人事经理客户说。
Your job as a future employee is to help the hiring manager mitigate that risk. 作为未来的一名员工，你的工作是帮助人事部经理降低这种风险， 精品文档
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You need to help them indentify you as a prospective “key player”. 你需要帮助他们认定你有潜力成为一名核心员工。 Trait 1: The selfless collaborator 特征1：无私的合作者
John Fetzer, career consultant and chemist, first suggested this trait,
职业顾问和化学家约翰·费策尔最早提出了这个特征。 which has already been written about a great deal. 关于这个特征，人们已经写了大量的文章。
It deserves repeating because it is the single most public difference between academia and industry.
它之所以值得被反复谈及，是因为这一特征是学术界和企业间最明显的差别。 “It's teamwork,” says Fetzer. “这里需要合作，”费策尔说，
“The business environment is less lone-wolf and competitive. “企业的环境并不需要单打独斗，争强好胜， so signs of being collaborative and selfless stand out.
所以表现出合作和无私精神的员工就脱颖而出了。
You just can't succeed in an industry environment without this mindset.” 在企业环境中，没有这样的思维方式就不可能成功。”
Many postdocs and grad students have a tough time showing that they can make this transition 许多博士后和研究生在进行这种过渡的过程中表现得相当费力。
because so much of their life has involved playing the independent-researcher role and outshining other young stars.
因为生命中有那么长一段时间他们都在扮演一个独立研究者的角色，并且要表现得比其他年轻的优秀人才更出色。
You can make yourself more attractive to companies by 你可以藉此提高在公司的吸引力：
working together with scientists from other laboratories and disciplines in pursuit of a common goal
为追求一个共同的目标和来自其他实验室和学科的科学家们合作 — and documenting the results on your resume. ——并且为你的个人履历上的内容提供事迹证明。
This approach, combined with a liberal use of pronoun “we” and not just “I” when describing your accomplishments,
这个方法，加上你在描述业绩时开明地使用代词“我们”，而不是“我”，
can change the company's perception of you from a lone wolf to a sel ess collaborator. 能使公司对你的看法从 “单干户”转变成“合作者”。
Better still, develop a reputation inside your lab and with people your lab collaborates with as a person who fosters and initiates collaborations
更为有利的是，要在你实验室内部，以及在和你们实验室合作的人们之间，培养一个良好声誉：一个鼓励并发动合作的人
— and make sure this quality gets mentioned by those who will take those reference phone calls.
——还要保证让那些会接听调查电话的人们谈及你的这个品质。 精品文档
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Trait 2: A sense of urgency
特征2：紧迫感
Don Haut is a frequent contributor to the aaas.sciencecareers.org discussion forum. 唐-豪特是一位给aaas.sciencecareers@org 网站论坛频繁写稿的撰稿人。
He is a former scientist who transitioned to industry many years ago and then on to a senior management position.
他之前是一名科学家。许多年前他转向了企业，并一直做到高级管理的职位。
Haut heads strategy and business development for a division of 3M with more than $2.4 billion in annual revenues.
他在3M公司一个部门负责策略和商业开发工作，这个部门每年上缴的税收高达24亿多美元。
He is among those who value a sense of urgency.
他就是一个重视紧迫感的人。 “Business happens 24/7/365，
“一年365天，一周7天，一天24小时，生意始终在进行， which means that competition happens 24/7/365, as well,” says Haut.
那意味着一年365天，一周7天，一天24小时，竞争也同样在进行，”豪特说， “One way that companies win is by getting ‘there’ faster, “公司取胜的方法之一就是要更快地到达‘目的地’。
which means that you not only have to mobilize all of the functions that support a business to move quickly,
这就是说，你不仅要把所有能支持公司快速运转的功能都调动起来， but you have to know how to decide where ‘there’ is! 而且还得知道如何决定‘目的地’是哪里。
This creates a requirement not only for people who can act quickly,
这样，不仅对那些行动快速的人们，
but for those who can think fast and have the courage to act on their convictions.
也对那些思维敏捷，并有勇气按自己的想法行事的人们都提出了要求。
This requirement needs to run throughout an organization and is not exclusive to management.” 这需要全公司各部门的运作，而不仅仅是管理部门的工作。” Trait 3: Risk tolerance 特征3：风险容忍度
Being OK with risk is something that industry demands. 企业要求员工能承受风险。
“A candidate needs to have demonstrated the ability to make decisions with imperfect or incomplete information.
“一名求职者需要表现出仅凭不准确、不完整的信息就做出决策的能力。
He or she must be able to embrace ambiguity and stick his or her neck out to drive to a conclusion,”
他或她必须能接纳不确定因素并冒着风险做出结论，” wrote one of my clients in a job description. 一位客户在职业描述中写道。 Haut agrees.
豪特赞同这一说法。 精品文档