TRƯỜNG ĐẠI HỌC NGÂN HÀNG TP.

HỒ CHÍ MINH
KHOA NGOẠI NGỮ
BÀI KIỂM TRA QUÁ TRÌNH #2
Tên học phần: Dịch Anh Việt; Số tín chỉ: 3
Lớp (hoặc khối lớp): ĐHAV
Thời gian: 60 phút (không tính thời gian phát đề)

Phần 1: Translate the following phrases into Vietnamese. (2 điểm)

1. Liquid coverage ratio
2. Financial intermediary
3. Taxpayers
4. Mortgaged-backed securities
5. Minimum initial deposit
6. Applicable laws and regulations
7. Authorized Person (in banking documents)
8. A binding agreement between the Customer and the Bank
9. Walloping the company’s capital
10. Home seizures

Phần 2: Translate the following sentences into Vietnamese. (1 điểm)

Câu 1: (0.5 điểm)
Worth nearly $1trn, Facebook is the world’s sixth-most-valuable company. Its revenues have
grown by 56% in the past year, and its share price by more than a quarter. Nearly 3bn people
use its products every month. Why would such a glittering success change its name, as the
Verge, a news site, reports it plans to within days?

Câu 2: (0.5 điểm)

Fuel prices over the past month show the same vertiginous upward slope as a Covid-19 case
count during a particularly brutal wave. Coal and gas prices have touched all-time highs. Asian
spot prices for gas have jumped by nearly 1,000% in the past year. The cost of oil has soared as
shortages of other fuels have pushed up demand for crude.
Câu 3: (0.5 điểm)
IMF chief Christine Lagarde said on Saturday that reports of a draft IMF document showing a
200 billion euro shortfall in European banks' capital were misleading and the lender was still
finalising its study.

Phần 3: Translation the following passage into Vietnamese. (4.5 điểm)

This week, how the “workforce of the future” came early to the party. Plus, customer reviews
take center stage, and questions for Zhang Ruimin, the longtime CEO of Haier, on tossing out
100 years of organizational orthodoxy.

The workforce of the here and now? Reskilling, upskilling, microskilling, skill adjacencies,
talent gaps. As talk grows of what the future of work will look like, these terms may seem
daunting for employees and leaders alike. “I’m good at my job, why do I need to upskill?” “My
company creates value, why upset the apple cart?” The answer for both groups is that there’s
little choice not to.

And that’s not a bad thing. One of the (rare) silver linings of the COVID-19 pandemic is that
organizations have had to reskill at scale, on the fly. They’ve gotten a good look at how
workforce needs have to change, and they’re responding at pace. Many of the most successful
companies are approaching skill building in a more integrated way, by following several
principles.

Put your workforce first. In the current hot labor market, organizations are finding human
capital to be scarcer than financial capital. Employees now expect much more from their
employers and will engage, or disengage, depending on whether their needs are met. They want
a better employee experience, and they want to do meaningful work that resonates with their
values.

Address your skills deficit. Fifty-eight percent of respondents to a McKinsey Global Survey
earlier this year said that closing skill gaps has become a higher priority since the pandemic
began, and 69 percent said that their companies engage in more skill building than they did
before the crisis. Intriguingly, the skills that companies prioritize most include leadership and
managing others, critical thinking, and decision making. This suggests that in addition to
wanting to be more employee centric, organizations are still coming to grips with the new ways
of working ushered in by the pandemic.

Create and follow best practices. Companies need to prepare their people for a future in which
emphasizing new and evolving skills is a given and embracing continuous learning is the key to
relevancy in the workplace. In “Three keys to building a more skilled postpandemic workforce,”
we look at core principles that stand out: finding a true starting point, making skill building a
way of life, and taking an ecosystem view.

Industries that tell the tale. The retail and consumer-goods industries have been deeply affected
by the pandemic, as shoppers have gone all in on digital. Companies now have to manage the
new expectations of employees and field staff coupled with the longer-term reskilling challenge
as automation and digitization advance. In a recent podcast, McKinsey experts discuss how
companies can track the skills that people develop in their jobs. Bryan Hancock, the global
leader of McKinsey’s work on talent, believes that companies should have this conversation as
part of employees’ annual performance reviews. “Turn the performance review from ‘How did
you do this year?’ to ‘What skills did you build this year?’” said Hancock.

Banking branches out. The global banking industry had already been undergoing huge changes
when the pandemic struck, from shrinking branch footprints to digitizing front, middle, and back
offices. The COVID-19 crisis added more urgency to innovate: banks pivoted to a digital-first
model for sales and service, scaled up remote advice, and reshaped physical distribution.
Accordingly, talent was redeployed from teams with surpluses to those with shortages.
Role play. Unlike prior crises, banks have had to make more creative use of various levers to
deploy talent dynamically and to build future workforces, including reskilling, upskilling, and
redeployment. Since 2020, banks have been reskilling their workforces rapidly and at scale,
taking advantage of the efficiencies available from skill adjacencies (skill sets from previous
roles that are complementary to those required by new roles). We’ve seen banks train tellers to
become customer-service reps and train customer-service reps to become universal bankers.
Seizing the moment. Talent leaders have been pushing for dynamically redeploying employees
to roles that are increasingly in demand, as well as providing employees with diverse career
paths and with corresponding upskilling and reskilling support. Equipped with the right mindset
and tools, companies can expand on these changes and get ahead of competitors to build a more
resilient, future-ready workforce that will achieve true business impact.
Source: https://www.mckinsey.com/

Phần 4: Explain how you have completed the test. Briefly elaborate the translation process
and demonstrate it by videotaping your testing procedure. (2 điểm)

Những lưu ý:
- Sinh viên lưu bài làm theo định dạng .pdf và nộp về LMS đúng hạn.
- Sinh viên tiến hành ghi lại quá trình làm bài trên máy tính VÀ không gian làm bài .Sau đó, gửi
videos về email cho Giảng viên theo thời hạn được thông báo.
- Bài làm hợp lệ là bài được gửi đúng hạn và đúng format được yêu cầu. Định dạng tên file bài
làm:
BDTM (2021-22) D02 – NAME – Test 2
BDTM (2021-22) D02 – NAME – Test 2 Video
TRƯỜNG ĐẠI HỌC NGÂN HÀNG TP. HỒ CHÍ MINH
KHOA NGOẠI NGỮ
BÀI KIỂM TRA GIỮA KỲ
Tên học phần: Dịch Anh Việt; Số tín chỉ: 3
Lớp (hoặc khối lớp): ĐHAV
Thời gian: 60 phút (không tính thời gian phát đề)

Họ và Tên: …………………………….
MSSV: ……………..

PHIẾU TRẢ LỜI

Phần 1: Translate the following phrases into Vietnamese. (2 điểm)

Phần 2: Translate the following sentences into Vietnamese. (1.5 điểm)

Câu 1: (0.5 điểm)

Câu 2: (0.5 điểm)

Câu 3: (0.5 điểm)

Phần 3: Translation the following passage into Vietnamese. (4.5 điểm)

Phần 4: Explain how you have completed the test. Briefly elaborate the translation process
and demonstrate it by videotaping your testing procedure. (2 điểm)