The Chinese Economy According to a Language Expert

English to Chinese translation services

“WASHINGTON – China’s economy is likely to surpass the United States in less than two decades while Asia will overtake North America and Europe combined in global power by 2030, a U.S. intelligence report said on Monday.”
(NBCNEWS)

“The reality is that China is unlikely to witness those astronomical growth rates, at least for some time. We may never see them again.”
(Time Business)

The above shows two conflicting forecasts of the future of the Chinese economy. Some economists suggest that the only way the Chinese market will continue to grow is by limiting foreign investment and shifting the Chinese economy from a producer to a more balanced producer/consumer model. Other economists suggest that the Chinese economy will continue to grow owed to increasing technological activity.
Of course, there are always opposing views when it comes to emerging economies. Everyone likes a good debate.

Admittedly, I’m not an economist. I’m not really going to throw my hat into the ring as to which paradigm is the correct one. I do, however, follow trending in the language industry and if these trends are in any way indicative of the way the Chinese economy is going to swing, my bet is on growth.

According to Global by Design, traditional Chinese breaks the top ten for both the most popular language category as well as the fastest growing. This is both for English to Chinese translation services as well as Chinese to other languages. Additionally, according to Google trends, English to Chinese translation variants are both “breakout” and “rising” search terms. Now, this data isn’t definitive but it still points to current growth in China’s economy (at least for now).

I can say that in my experience, I’ve seen a major leap forward in the English to Chinese translation services market. Businesses are partnering, employing, and manufacturing multilingually and owing to the continuous growth (whether short-term or long-term) of the Chinese economy, China is seeing a lot of this action.

For those that are doing business in China, it is absolutely imperative that you partner with a english to chinese translation services company that has experience in the Chinese market.

Some documents you will need to seek out an English to Chinese translation services company are:

• Internal documents
• Technical manuals
• Contracts (this is very important)
• Proprietary software
• Marketing collateral
• Websites
• Emails

Before doing business in China, gather information from us on English to Chinese translation services.

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7 Steps Toward Managing a Diverse Workforce (Part 3)

7 steps toward managing a diverse workforce: a series of workplace diversity articles

In 7 steps toward managing a diverse workforce part 2, we learned about forming a community outreach, flexible holiday schedules, and the open door policy. Part 3 of this series focuses on translation work as well as evaluating your diversity planning.

If you missed it, you should go back and check out part 1 and part 2 of the series before moving on. They can be found here:

7 Steps Toward Managing a Diverse Workforce (part 1)
7 Steps Toward Managing a Diverse Workforce (part 2)

Step 6 – Translations

In order to facilitate communication, important company documents should be translated into several languages that will meet the needs of your employees. The languages you choose to have documents translated into should close match the demographics of the company. Furthermore, they should also be reflective of local language laws. This becomes even more crucial when the same documents are used in foreign-operated company offices.

To minimize risk, translations should be accurate and complete. Be sure to use a qualified translator from a reputable company like Able Translations. The company you choose should have experience in the translation of technical manuals. Additionally, look for a company that offers cultural consulting to ensure that your company documents are reflective of the cultural nuances associated with the target language.

Some documents that could be translated to meet your diversity needs can include:

Employee manuals
• Worker safety information
• Request for time off forms
• Application forms
• Employee application forms
• Policy books
• Employee welcome packages

Beyond the translation of company documents, if your company uses proprietary software (software built specifically for your company), you may want to get it localized. Localized software would allow the user to change the language used on the user interface. This could result in improved usability for multilingual staff.

If you’d like to get company documents translated, Able Translations offers free quotes. You can call us at 1-800-840-5370 or email us at info@abletranslations.com.

Step 7 –Assessment

Assessment is a critical step in managing a diverse workforce, one that is often overlooked. It is imperative that you take accurate measurements of every diversity and inclusionary initiative you take. These measurements are used during the assessment phase. During this step, you review all of the initiatives you have put in place to ensure that they are operating as expected.

There are three basic ways to assess the effectiveness of the programs and policies you have put in place.

Surveys:

Surveys are a great way to find out the opinions of others. They could provide valuable insights into whether your diversity/inclusion initiatives are effective. In order to set up a proper survey, you must first think about what you would like to find out. In general, surveys that use a rating system (on a scale of 1-10) provide the most useful data for statistical analysis. However, when evaluating initiatives that involve an affective component, it is best to use a combination of open-ended questions and rating systems.

Tip: find a neutral person to hand out the surveys. Having a supervisor give them out could bias the surveys. I.e. the participants may feel obligated to be positive about your diversity strategy if they feel it may affect their supervisor.

Pre-test/post-test:

The pre-test/post-test is the simplest method for evaluating the effectiveness of your initiatives. It requires that you have some data from before you begin your initiative and some data collected at a milestone. You compare your past information with your current information.

Example:

Number of employees that applied for promotions in 2011 = 10
—————————–Mentorship program started Jan. 1/2012————–
Number of employees that applied for promotions in 2012 = 17

Of course, you would have to control for other factors such as turnover and recruitment. If you’d like to look deeper into the relationship, you could survey employees and find out if mentoring was a factor in their decision to apply for a promotion.

Time-series Analysis:

In a time series analysis, is a little bit more difficult to do but well worth it. I highly recommend that your time-series be set up by someone familiar with statistical analysis. The idea behind it is that you have data points arranged according to time. You should have several data points for before the initiative was implemented and after. This allows you to see how things are changing over time and gives you insight into any trends that may be occurring.

For the best possible data output, use a Box-Jenkins time-series. It is the standard in program evaluation.

Final Thoughts

Planning and implementing a diversity and inclusion strategy takes a great deal of time and forethought but most of all, it needs to be genuine. To implement these initiatives because it is “standard practice” or a passing interest will lead to lack luster results.

My advice is to:

• Get excited about celebrating the things that make us unique;
• Get other passionate people on board;
• Listen to the needs of others instead of making assumptions;
• Plan, implement, measure, and re-plan
• Start today

For More Information on This subject visit Able Translations atTranslations Toronto

7 Steps Toward Managing a Diverse Workforce: A series of diversity in the workplace articles

Thank you for reading

Toronto Translators’ 7 Steps toward managing a diverse workforce.

In this series of workplace diversity articles, you will find 7 steps that can be taken in any organization in order to foster an environment of inclusiveness and diversity. We all want to feel safe, secure, and welcome at work. So, we should all learn how to manage diversity in the workplace.

Generally, diversity planning falls on the shoulders of upper-management but in actual fact the responsibility of being inclusive is everyone’s. Inclusion starts with our own attitudes. We show our attitude toward inclusion in the things we say (and don’t say) and our actions in the office or break room. We need to be mindful and sensitive to the feelings of others at all times.

This series of diversity in the workplace articles is not only for the management team of your organization. It is for anyone that would like to take steps toward improving the workplace environment for the betterment of all employees, as well as themselves. Ultimately, some of the steps in this book should be implemented by management level employees but this series will give anyone that background information as well as some insights in order to make sure that everyone can be part of the conversation so you can take steps toward better managing a diverse workforce.

In this article: Our first article in our series of workplace diversity articles focuses on starting a diversity committee and implementing a mentorship program. Let’s get started, shall we?

Step 1 – Start a Diversity Committee

Implementation

A diversity committee is a great way to gain insight into the diversity issues faced by you and your co-workers and is the first step toward better managing a diverse workforce. Everyone should feel welcome to attend the first diversity committee meeting. After the initial meeting, short interviews should take place to determine interest and dedication to the goals of the committee. The committee members will be chosen according to these factors, along with company demographics to make sure every group is represented.

Electing a chair should be the first job of the committee. For the first committee meeting, usually referred to as the “ad hoc” meeting, a neutral chair should be used. It should be someone everyone will feel comfortable with. After the ad hoc meeting, when the committee is fully formed, members can volunteer to be the chair and from those volunteers, the committee can democratically select one to chair all future meetings. Additionally, a member should be designated to take meeting minutes, that is, notes about what has been discussed and decided on by the committee.
Setting Goals

During the committee’s early stages, short-term and long-term goals should be decided on. These goals should be specific, realistic, and measurable. It is the only way you’ll be able to really measure your improvements in managing a diverse workforce. Here are two examples:

Example 1:

We should make sure that all employees feel represented in all management decisions

Example 2:

By this time next year, we will have all employee manuals translated into French, Spanish, and Tamil.
Which example best represents a “specific, realistic, and measurable” goal? You’re correct, example 2 does. Let’s talk about why.

In example 1, vague statements are made about employees feeling represented, no timeline is given, and it is unrealistic to expect the management team to consult all employees every time a decision needs to be made. Beyond all of that, how do we know when we have successfully completed this goal?

Example 2 takes a far different approach. First, there is a timeline; one year. Second, it specifically mentions that employee manuals need to be translated. Finally, it states three languages, presumably the ones voted as most needed, into which these manuals should be translated. You know you have reached your goal if by next year you have every employee manual translated into French, Spanish, and Tamil.

Creating Action Plans

After establishing the main goals of the diversity committee, you can create subcommittees to focus on different goals and their completion. Using the example above, you could create a subcommittee in-charge of the translation of company materials. That subcommittee would than create an action plan.
The action plan would consist of smaller milestones which eventually lead to the completion of the subcommittee’s task. For instance, the subcommittee in-charge of translations might first review all company manuals to make sure they are up-to-date and consistent with the changes that have been made in the company since they were first published. That would be the first step in their action plan. From there, they would have to make the necessary updates, find a language service provider, have the manuals translated, review the translations, and put the new manuals into production. These steps would all be part of the action plan. Of course, action plans need to be revised along the way to make sure they are compatible with new information that arises.

Along the way

As the committee forges ahead with its goals, you will undoubtedly face setbacks, including the loss and replacement of members, disruptions and postponements due to work fluctuations, and the like. These are all to be expected. What is important is that you keep your long-term goals in mind and find ways to achieve them.

Step 2: Mentoring

Mentoring is about helping empower all employees. It builds self-confidence, a solid support system, and encourages all employees to make use of their abilities. Although it can be time consuming, it is an amazing investment in you and your coworkers. From an employee standpoint, it can help traditionally underrepresented groups move up in the company by giving them an opportunity to learn from more senior members, build the confidence to go after promotions, and help them become part of the conversation about diversity issues. From an organizational standpoint, it helps make sure every employee is able to use their talents to help fulfill the missions of the organization.

Integrating a mentoring program takes planning, especially in established organizations. The most difficult aspect is the “buy-in” from senior staff. The senior staff members have to see this as a worthwhile initiative and must be willing to give their time to help mentor and develop employees. These mentors should apply to the program, be screened, and then trained using a professional mentor training program. The remaining staff members also have to “buy-in”. The easiest way to maneuver with current employees is to offer mentorship as an “opt-in” initiative. Never force anyone to join the mentorship program. The value of this type of program only reveals itself when both the mentor and the mentee are fully committed.

Measuring the success of your mentorship program is critical. One of the simplest ways to do this is to track internal movement within the company. If you find that those enrolled in the mentorship program are more likely to apply for promotions or take on extra responsibilities, I’d say your program is successful. You can also track dropout rates from the program as well as survey for participant’s attitudes toward the initiative. Any of the above methods will work, just make sure that you do take the time to evaluate the effectiveness of the program and make changes where necessary.

In 7 Steps Toward Managing a Diverse Workforce (Part 2), We will discuss community outreach and Flexible Holidays. Follow our blog to make sure you don’t miss it.

Have any tips for managing a diverse workforce? Share them with us.

If you require cultural consulting, you can return to Toronto Translators to grab our contact details or visit www.abletranslations.com for more information