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30 صفحه ترجمه حوزه مدیریت منابع انسانی که نیمی از آن جدول است را نیاز دارم

بنده خودم مترجم هستم اما فرصت انجام این کار را ندارم بنابراین خواهشمندم از قیمت ها فضایی و کذایی و ... خودداری کنید

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مهلت تا 19 ام است و هیچگونه تاخیر نباید داشته باشید

پاراگراف زیر را بعنوان نمونه لطفا ترجمه و در پیشنهاد خود ارسال کنید

An advertising campaign a few years ago promised “no surprises” in a hotel chain’s hospitality services. That is a motto that most HR professionals  would embrace. Unfortunately, surprises are inevitable. When a key employee  announces that she is leaving the organization, effective immediately, it could  be one of those nasty surprises that create incredible turmoil. Not only was this  person anointed as “high potential” (i.e., having the potential to be developed  for a senior leadership role) and slotted for a more responsible upper-level position, her departure can create a domino-like effect that leaves leadership gaps all along that succession line. Despite the inevitability of surprises, what matters most is how the HR function is prepared to respond in such occasions. The foundation for coping successfully with staffing surprises is succession planning. Organizational survival in a globally competitive environment depends in part on having identified and developed replacements (i.e., successors) for key positions.[1] This is the essence of succession planning. A more formal definition of succession planning is the process of identifying one or more successors for key positions and preparing them for expanded organizational responsibilities  through job assignments and other developmental activities.[2] The part of this definition regarding preparing individuals for expanded responsibilities overlaps with what is typically considered as leadership development—broadening the capacity of an individual to be effective in leadership roles and processes.[3]