TAILIEUCHUNG - Practical Applications and Recommendations Global Reality_5

Tham khảo tài liệu 'practical applications and recommendations global reality_5', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | hr in the Global Workplace 103 The challenge is that often you are not just dealing with the local language but the local dialect. For a lower-skilled less-educated employee population ensuring that the level and meaning are captured is a challenge. One way to address this issue is to have in-country employees as reviewers to translate and retranslate or validate the message content. The original translation can be completed by a translation service these services tend to employ local country nationals . The translation should be followed with a back-translation by an in-country employee to ensure that it matches to the original meaning. The original translation can also be completed by an in-country employee however the back translation is key and should be performed by a different in-country employee. Nuances in languages are usually seen here. It is possible to say something multiple ways all of which may be correct. The decision then is which translation to accept. Sometimes it is best to accept the employee translation over the translation service as it assumes employee buy-in to the process and the creation of an invested employee stakeholder. Translation and retranslation take a great deal of time. Expect some back and forth as translations are validated. This does take time and should be explicitly planned for in any project plan. It is critical that messages are not lost in translation and that the intended message or purpose of the initiative is what is communicated in the end. One of the authors was involved in a situation where a translated performance evaluation form implied that the goals and objectives were optional and not necessarily formal or enforceable oh the subtleties of language . In this European country it was actually easier to operate this way because if goals were optional you did not need to get buyin or approval from the unions or work councils. However it was critical to the performance and success of the organization that employees .

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