商務(wù)英語(yǔ)BEC高級(jí)閱讀題精講（9）

　　Problems in the IT industry

　　In the information technology industry, it is widely acknowledged that how well IT departments of the future can fulfil their business goals will depend not on the regular updating of technology, which is essential for them to do, but on how well they can hold on to the people skilled at manipulating the newest technology. This is becoming more difficult. Best estimates of the current shortfall in IT staff in the UK are between 30,000 and 50,000, and growing.

　　And there is no end to the problem in sight. A severe industry-wide lack of investment in training means the long-term skills base is both ageing and shrinking. Employers are chasing experienced staff in ever-decreasing circles, and, according to a recent government report, 250,000 new IT jobs will be created over the next decade.

　　Most employers are confining themselves to dealing with the immediate problems. There is little evidence, for example, that they are stepping up their intake of raw recruits for in-house training, or retraining existing staff from other functions. This is the course of action recommended by the Computer Software Services Association, but research shows its members are adopting the short-term measure of bringing in more and more consultants on a contract basis. However, this approach is becoming less and less acceptable as the general shortage of skills, coupled with high demand, sends contractor rates soaring. An experienced contract programmer, for example, can now earn at least double the current permanent salary.

　　With IT professionals increasingly attracted to the financial rewards and flexibility of consultancy work, average staff turnover rates are estimated to be around 15%. While many companies in the financial services sector are managing to contain their losses by offering skilled IT staff ’golden handcuffs’ - deferred loyalty bonuses that tie them in until a certain date - other organisations, like local governments, are unable to match the competitive salaries and perks on offer in the private sector and contractor market, and are suffering turnover rates of up to 60% a year.

　　But while loyalty bonuses have grabbed the headlines, there are other means of holding on to staff. Some companies are doing additional IT pay reviews in the year and paying market premiums. But such measures can create serious employee relations problems among those excluded, both within and outside IT departments. Many industry experts advise employers to link bonuses to performance wherever possible. However, employers are realising that bonuses will only succeed if they are accompanied by other incentives such as attractive career prospects, training, and challenging work that meets the individual’s long-term ambitions.

　　This means managers need to allocate assignments more strategically and think about advancing their staff as well as their business. Some employers advocate giving key employees projects that would normally be handled by people with slightly more experience or capability. For many employers, however, the urgency of the problem demands a more immediate solution, such as recruiting skilled workers from overseas. But even this is not easy, with strict quotas on the number of work permits issued. In addition, opposition to the recruitment of IT people from other countries is growing, as many professionals believe it will lead to even less investment in training and thus a long-term weakening of the UK skills base.

　　13 According to the first paragraph, the success of iT departments will depend on

　　A their success at retaining their skilled staff.

　　B the extent to which they invest in new technology.

　　C their attempts to recruit staff with the necessary skills.

　　D the ability of employees to keep up with the latest developments.

　　14 A problem referred to in the second paragraph is that

　　A the government needs to create thousands of new IT posts.

　　B the pool of skilled IT people will get even smaller in the future.

　　C company budgets for IT training have been decreasing steadily.

　　D older IT professionals have not had adequate training.

　　15 What possible solution to the long-term problems in the IT industry is referred to in the third paragraph?

　　A ensure that permanent staff earn the same as contract staff

　　B expand company training programmes for new and old employees

　　C conduct more research into the reasons for staff leaving

　　D offer top rates to attract the best specialist consultants

　　16 In some businesses in the financial services sector, the IT staffing problem has led to

　　A cash promises for skilled staff after a specified period of time.

　　B more employees seeking alternative employment in the public sector.

　　C the loss of customers to rival organisations.

　　D more flexible conditions of work for their staff.

　　17 Employers accept that IT professionals are more likely to stay in their present post if they

　　A are set more realistic performance targets.

　　B have a good working relationship with staff in other departments.

　　C are provided with good opportunities for professional development.

　　D receive a remuneration package at top market rates.

　　18 According to the final paragraph, the UK skills base will be weakened by

　　A changes to managers’ strategic thinking.

　　B insufficient responsibility being given to IT staff.

　　C the employment of IT staff with too little experience.

　　D the hiring of IT personnel from abroad.

　　題目解析

　　《Problems in the IT industry》，IT行業(yè)的問題。IT行業(yè)的人才緊缺并且青黃不接，很多公司只顧短期利益，不愿意投入時(shí)間和成本進(jìn)行培訓(xùn)。并且由于待遇等問題，人員流失現(xiàn)象十分嚴(yán)重。

　　第十三題，問根據(jù)第一段，IT部門的成功取決于什么。答案是but后面的一句：but on how well they can hold on to the people skilled at manipulating the newest technology.取決于他們能否留住精通于掌握最新技術(shù)的人。也就是A所說的，成功留住有技術(shù)的員工。

　　第十四題，問第二段提到的一個(gè)問題是什么。第二段這么說：A severe industry-wide lack of investment in training means the long-term skills base is both ageing and shrinking。一個(gè)嚴(yán)重的全行業(yè)范圍的培訓(xùn)投入缺口意味著長(zhǎng)期技術(shù)基礎(chǔ)不僅老化而且緊縮。簡(jiǎn)單的說，就是人才短缺并且青黃不接。選B：有技術(shù)的IT人才未來會(huì)更少。Pool在這里是供應(yīng)、聚集的意思。a pool of skilled labour：supply, common supply, reserve。

　　第十五題，問對(duì)于第三段提到的IT行業(yè)的長(zhǎng)期問題的可能的解決方法是什么。答案在這里：This is the course of action recommended。所以弄明白這里的this is是指代什么，就找到了正確的答案，this is指代的內(nèi)容在前面：they are stepping up their intake of raw recruits for in-house training, or retraining existing staff from other functions.。他們開始對(duì)吸收的生手進(jìn)行室內(nèi)培訓(xùn)，或者是從其他功能上對(duì)現(xiàn)有的員工重新培訓(xùn)。簡(jiǎn)單概括，就是培訓(xùn)，無論是新來的還是老員工。答案選B：為新舊員工擴(kuò)展公司的培訓(xùn)計(jì)劃。

　　第十六題，問金融服務(wù)行業(yè)的一些企業(yè)，IT員工問題導(dǎo)致了什么。答案是第四段的這么一句：While many companies in the financial services sector are managing to contain their losses by offering skilled IT staff ’golden handcuffs’ - deferred loyalty bonuses that tie them in until a certain date這些公司怎么留住人才避免損失呢?提供“黃金手銬”——延期的忠誠(chéng)分紅將他們套到某一天。也就是說給這些員工的分紅是延遲發(fā)放的。即A選項(xiàng)所說的：對(duì)有技術(shù)員工一段時(shí)期后的現(xiàn)金許諾。Deferred就是after a specified period of time。

　　第十七題，IT職業(yè)者更愿意待在現(xiàn)有的位置上，如果。。答案是第五段的最后一句：employers are realising that bonuses will only succeed if they are accompanied by other incentives such as attractive career prospects, training, and challenging work that meets the individual’s long-term ambitions.這些分紅只有同其他的動(dòng)力相結(jié)合才能成功：有吸引力的職業(yè)前景，培訓(xùn)以及和個(gè)人長(zhǎng)期目標(biāo)相吻合的有挑戰(zhàn)性的工作。也就是C段總結(jié)的：為職業(yè)發(fā)展提供良好的機(jī)會(huì)。

　　第十八題，問最后一段說，英國(guó)技術(shù)基礎(chǔ)將被什么削弱。答案是最后一段的最后一句：opposition to the recruitment of IT people from other countries is growing, as many professionals believe it will lead to even less investment in training and thus a long-term weakening of the UK skills base.。從其他國(guó)家招IT人員的反對(duì)意見在上升，很多專家相信這會(huì)導(dǎo)致培訓(xùn)的減少并因此削弱長(zhǎng)期的英國(guó)技術(shù)基礎(chǔ)。即D段說的：從海外招聘IT人員。