2021 Text 1（英语二）什么是“再培训”？

“Reskilling” is something that sounds like a buzzword but is actually a requirement if we plan to have a future where a lot of would-be workers do not get left behind.

“再培训”听起来像是一个流行词，但实际上是我们计划拥有一个不会让很多潜在员工掉队的未来的必要条件。

We know we are moving into a period where the jobs in demand will change rapidly, as will the requirements of the jobs that remain.

我们知道我们正在进入一个需求工作将迅速变化的时期，剩下的工作的要求也将发生变化。

Research by WEF detailed in the Harvard Business Review, finds that on average 42 percent of the “core skills” within job roles will change by 2022.

世界经济论坛在《哈佛商业评论》上的研究发现，到2022年，工作角色中平均42%的 "核心技能 "将发生变化。

That is a very short timeline, so we can only imagine what the changes will be further in the future.

这是一个非常短的时间线，所以我们只能想象未来会有什么变化。

The question of who should pay for reskilling is a thorny one.

谁应该为再培训付费的问题是一个棘手的问题。

For individual companies, the temptation is always to let go of workers whose skills are no longer in demand and replace them with those whose skills are.

对于个别公司而言，诱惑总是放开那些不再需要技能的员工，而代之以拥有技能的员工。

That does not always happen.

这并不总是发生。

AT&T is often given as the gold standard of a company who decided to do a massive reskilling program rather than go with a fire-and-hire strategy, ultimately retraining 18,000 employers.

美国电话电报公司 (AT&T) 经常被作为一个公司的黄金标准，该公司决定进行大规模的技能再培训计划，而不是采取解雇和雇用的策略，最终重新培训了18000名雇主。

Prepandemic, other companies including Amazon and Disney had also pledged to create their own plans.

疫情发生前，包括亚马逊和迪斯尼在内的其他公司也曾承诺制定自己的计划。

When the skills mismatch is in the broader economy though, the focus usually turns to government to handle.

不过，当技能错配问题出现在更广泛的经济领域时，重点通常转向政府来处理。

Efforts in Canada and elsewhere have been arguably languid at best, and have given us a situation where we frequently hear of employers begging for workers, even at times and in regions where unemployment is high.

加拿大和其他地方的努力充其量只能说是乏味的，这让我们经常听到雇主乞求工人的情况，即使是在失业率高的时期和地区也是如此。

With the pandemic, unemployment is very high indeed.

随着新冠肺炎的发生，失业率确实非常高。

In February, at 3.5 percent and 5.5 percent respectively, unemployment rates in Canada and the United States were at generational lows and worker shortages were everywhere.

2 月份，加拿大和美国的失业率分别为 3.5% 和 5.5%，处于几代人的最低水平，到处都是工人短缺。

As of May, those rates had spiked up to 13 percent and 13.7 percent, and although many worker shortages had disappeared, not all had done so.

截至 5 月，该比率已飙升至 13% 和 13.7%，尽管许多工人短缺现象已经消失，但并非所有人都如此。

In the medical field, to take an obvious example, the pandemic meant that there were still clear shortages of doctors, nurses, and other medical personnel.

在医疗领域，举一个明显的例子，疫情则意味着医生、护士和其他医务人员仍然明显短缺。

Of course, it is not like you can take an unemployed waiter and train him to be a doctor in a few weeks, no matter who pays for it.

当然，你不可能把一个失业的服务员在几周内训练成一个医生，不管谁出钱。

But even if you cannot close that gap, maybe you can close others, and doing so would be to the benefit of all concerned.

但是，即使你不能缩小这个差距，也许你可以缩小其他差距，而且这样做对各方都有好处。

That seems to be the case in Sweden: When forced to furlough 90 percent of their cabin staff, Scandinavian Airline decided to start up a short retaining program that reskilled the laid-off workers to support hospital staff.

瑞典的情况似乎就是如此：当被迫解雇 90% 的客舱工作人员时，斯堪的纳维亚航空公司决定启动一个短期保留计划，使被解雇的工人重新获得技能，以支持医院工作人员。

The effort was a collective one and involved other companies as well as a Swedish university.

这项工作是一项集体行动，涉及其他公司以及一所瑞典大学。