(单词翻译:单击)
听力文本
PAUL SOLMAN: Moreover, government job training programs reach only a couple of hundred thousand people a year. So what about those coding camps we hear so much about? Well, many of them cost money to attend, at the very least cost trainees the income they forego while training. Plus, they tend to be short-term.
ANKUR GOPAL, CEO, Interapt: The idea is great. The execution is not.
PAUL SOLMAN: In Louisville Kentucky, entrepreneur Ankur Gopal has hit on apprenticeships, lengthy programs where trainees are paid, as a way of staffing his mobile software firm, Interapt. An especially stunning success story, single mother April Hickman, raised in foster care, homeless before she applied for an Interapt apprenticeship. Of all the foster kids you have known, given the same kind of opportunity, same kind of training, what percentage of them could what you're doing now?
APRIL HICKMAN, Apprentice, Interapt: Oh, gosh, a great number, because it's problem solving. And if there's one thing that we're good at, it's problem solving, because we have had to.
PAUL SOLMAN: Alex Hughes worked in the coal industry before making the switch to software. What percentage of people in the coal industry could do jobs as sophisticated as what you're doing here?
ALEX HUGHES, Lead Software Developer, Interapt: That's 100 percent. It's a very technical industry. And so they're always having to learn and adapt.
PAUL SOLMAN: In fact, every successful apprentice I interviewed for this series claimed that between 50 and 100 percent of those in their position could do the same, given the chance. IBM human resources executive Kelli Jordan agreed.
KELLI JORDAN, Director of Career, Skills and Performance, IBM: Anybody can make that transition.
PAUL SOLMAN: But it can't be anything, right? It's got to be a lot of people who just can't do this, no?
KELLI JORDAN: I think it's possible that anybody probably could if they have got the right motivation, but I think the other side of that coin is, companies have to be more willing to think differently.
PAUL SOLMAN: Differently enough to look for talent among those without the usual educational credentials and experience. At IBM, that included rideshare driver Adquena Faine, nail technician Mariana Perez, dog trainer Jennifer Burgess, retail store manager Ray Rodriguez. They all turned underappreciated, underpaid skills into high-skill/high-paying jobs at IBM. How high-paying?
JENNIFER BURGESS, IBM: I have tripled in salary that from what I have ever made in my life.
PAUL SOLMAN: And though Jennifer burgess was trained and credentialed as a project manager, she says her skill set isn't that different from dog training.
JENNIFER BURGESS: Because it's about training the humans to be able to do what you need them to do.
PAUL SOLMAN: But is Jennifer Burgess typical or unusual?
DOUGLAS BESHAROV: The answer is we don't know how many people can do it.
PAUL SOLMAN: This is Doug Besharov.
DOUGLAS BESHAROV: The more people see other people doing these jobs, the more they will change their behavior in school, in the community. It is a dynamic process where people get expectations and decide, you know, I can be like him.
ARIELLA SPITZER: There's an inclination to focus on the success stories. But we also have to be realistic about the fact that there are a lot of cases where this is not working.
PAUL SOLMAN: On the other hand says, Ariella Spitzer:
ARIELLA SPITZER: I think that just because prior job training programs have not been as effective as we had hoped they would be doesn't mean that the next generation of job training programs can't be.
PAUL SOLMAN: And so it could be that IBM, for example, or Interapt have a model that could be replicated and could be extremely effective?
ARIELLA SPITZER: Absolutely, and I think that it's important for companies like that to be really transparent about what they're doing, so that we can make those strategies available to other people.
PAUL SOLMAN: Other people like formerly homeless single mother April Hickman.
APRIL HICKMAN: This company is amazing because I came in knowing that they saw me and they wanted to help me. Before, I didn't have the skill to get out of where we were. But I do now.
PAUL SOLMAN: And she's already gotten her first promotion. For the "PBS NewsHour," Paul Solman.
重点解析
1.tend to 倾向于
Morals tend to be deeply ingrained.
道德观念往往是根深蒂固的。
2.short-term 短期的
We need long-term solutions, not short-term Band-Aid ones.
我们需要长远的解决方法，而不是短期的权宜之计。
3.hit on 偶然发现，忽然想到
They tried several methods before they hit on this way of doing it.
我们试过好几种办法，最后才忽然想到要这么干。
4.forego 放弃
Next to knowing when to seize an opportunity, the most important thing in life is to know when to forego an advantage.
生活中最重要的事情是懂得何时抓住机遇，其次便是懂得何时放弃好处。
5.apprenticeship 学徒工作
She was in the second year of her apprenticeship as a carpenter.
她当木工学徒已是第二年了。
参考译文
保罗·索尔曼：此外，政府的职业培训项目每年只惠及几十万人。那么，我们经常听到的那些编程营是怎么回事呢？好吧，很多课程都是花钱参加的，至少学员在培训期间放弃的收入是要付出代价的。此外，这些课程往往都不是长期的。
安库·戈帕尔，Interapt首席执行官：这个想法很棒，但执行得不好。
保罗·索尔曼：在肯塔基州的路易斯维尔，企业家安库尔·戈帕尔在为他的移动软件公司Interapt配备员工时偶然想到了“学徒制”，一个学员可以拿到报酬的长期项目。其中有一个令人震惊的成功案例，单亲母亲艾普莉·希克曼在寄养家庭长大，她在申请Interapt学徒前无家可归。在你认识的所有寄养儿童中，如果给予他们同样的机会、同样的培训，他们中有多少人能够做到你现在所做的？
艾普莉·希克曼，Interapt学徒：哦，天哪，会有很多，因为这可以解决问题。如果说有什么是我们擅长的，那就是解决问题，因为我们不得不这样。
保罗·索尔曼：亚历克斯·休斯在转向软件行业之前在煤炭行业工作。在煤炭行业有多少人能够从事像你们现在做的这种复杂的工作？
亚历克斯·休斯，Interapt首席软件开发人员：他们都能做。这是一个非常技术化的行业，他们需要一直学习和适应。
保罗·索尔曼：事实上，我为这个系列采访的每一位成功的学徒都声称，如果有机会，他们职位上50%到100%的人都能做同样的事情。IBM人力资源主管凯利·乔丹对此表示赞同。
凯利·乔丹，IBM职业、技能和绩效总监：任何人都可以实现这种转变。
保罗·索尔曼：但不可能是所有人，对吧？肯定有很多人做不到，不是吗？
凯利·乔丹：我觉得任何人都有可能做到，如果他们有正确的动机，但我认为另一方面，公司必须更愿意以不同的方式思考。
保罗·索尔曼：这种不同的思考方式足以让他们在那些没有学历和经验的人中寻找人才。在IBM，这其中包括拼车司机Adquena Faine、美甲师Mariana Perez、训狗师Jennifer Burgess、零售店经理Ray Rodriguez。他们都把不受重视的、薪酬过低的技能转化为IBM的高技能/高薪工作。薪资有多高？
詹妮弗·伯吉斯，IBM公司：我的工资已经是我这辈子挣的三倍了。
保罗·索尔曼：尽管詹妮弗·伯吉斯接受过项目经理的培训并获得了证书，但她说她的技能和训狗没什么不同。
詹妮弗·伯吉斯：因为就是训练人类去做你需要他们做的事情。
保罗·索尔曼：但詹妮弗·伯吉斯是特例还是惯例呢？
道格拉斯·贝沙罗夫：答案是我们不知道有多少人能够做到。
保罗·索尔曼：这位是道格·贝沙洛夫。
道格·贝沙洛夫：做这些工作的见得越多，人们在学校和社区的行为就会改变得越多。这是一个动态的过程，人们先有期望，然后决定，你知道，我可以像他一样。
阿丽拉·史皮泽：人们倾向于关注成功的故事。但我们也必须现实地面对这样一个事实：在很多情况下，这是行不通的。
保罗·索尔曼：另一方面，阿丽拉·史皮泽说：
阿丽拉·史皮泽：我认为，之前的职业培训项目没有像我们希望的那样有效，并不意味着下一代的职业培训项目也不能。
保罗·索尔曼：比如说，IBM或者Interapt有一个可以被复制并且非常有效的模型？
阿丽拉·史皮泽：当然，我认为对这样的公司来说，他们对自己的行动保持透明是很重要的，这样我们就可以把这些战略提供给其他人。
保罗·索尔曼：还有一些人，比如曾经无家可归的单身母亲艾普莉·希克曼。
爱普莉尔·希克曼：这家公司太棒了，因为我一进来就知道他们看到了我，想要帮助我。在此之前，我没有能力改变我现在的生活，但现在我做到了。
保罗·索尔曼：她已经得到了第一次晋升。这里是PBS新闻一小时节目，我是保罗·索尔曼。
译文为可可英语翻译，未经授权请勿转载！
