عشر مهارات يجب أن تمتلكها قبل أن تمتهن التّرجمة

عشر مهارات يجب أن تمتلكها قبل أن تمتهن التّرجمة 1

يسعى كثير منّا إلى التفوق والتميّز في سوق العمل لما فيه من منافسة على الصعيد الدولي لا المحلي فقط. فلماذا يختارك العميل دون غيرك؟ وكيف تستبقي ذلك العميل؟ تدور هذه الأسئلة في ذهن الكثير، والإجابة واحدة… عليك أن تكون الأفضل.

إنّ الخوض في تجربة الترجمة ليس بالأمر السهل على عكس الشائع، فكونك ملمٌّ بلغة أخرى غير لغتك الأمّ لا يؤهلك بالضرورة لأن تكون مترجماً، ولا حتى دراستك الأكاديمية في هذا المبحث إذا لم تهمّ بصعود جبال النصوص وترجمتها بشكل عمليّ، أيّ أنك تحتاج الخبرة، فمن المضني البدء في العمل في مجال الترجمة، التخصصية بشكل خاصّ، دون خبرة سابقة في المجال، وأقلّها أن يكون لديك معرفة عامّة في المجال وفي الخطوات المتبعة في ترجمة نص معيّن بحسب نوعه، فأنت لا تستطيع أن تبدأ الترجمة بشكل عبثيٍّ وحسب وتتوقع الخروج بنتائج مرضية.

وإذا كنت ممن يخوضون المضمار، لا بد وأن قال لك أحدهم، بعد إجابتك عن سؤاله حول طبيعة عملك، أنه قد سبق وأن ترجم نصّاً ما، أو أن عرض آخرٌ مساعدته لك فيما تفعل، لأن الأمر كما تعلم في غاية البساطة…

لا يا عزيزي، نأسف لإبلاغك بأن الأمر يحتاج أكثر من ذلك بقليل.

بعد خبرة طويلة في مجال الترجمة توصلنا إلى بعض المهارات التي يحتاجها المترجم ليكون متميّزاً وعلى قدر هذا الحمل، فإليك 10 مهارات ننصحك بإتقانها قبل العمل مترجماً:

ثقافة عامّة وإطلاع

على المترجم أن يكون مثقفاً بالدرجة الأولى، وأن يكون على دراية بما يجوب حوله من أحداث، فمهما كان موضوع الترجمة، لن يبتعد عن مجريات وحقائق العالم حولنا. حاول أن تقرأ قدر المستطاع، خاصةً باللغة الأجنبية التي تترجم منها وإليها؛ أثري معرفتك بالمصطلحات والتعبيرات المستخدمة في اللغة الأخرى التي تتقنها.

مهارات بحث عالية

قد تردّ العديد من المصطلحات الغريبة في النصّ الأصلي الواجب تطويعها بحسب اللغة المترجم إليها، عليك في هذه الحالة أن تكون قادراً على قلب الإنترنت والكتب رأساً على عقب لمعرفة دلالات هذه المصطلحات ومصادرها وكيفية استخدامها، فالأمر كما ذكرنا ليس عبثيّاً “بالمرّة”.

قدرة على القراءة السريعة والاستيعاب

من أولى خطوات عملية الترجمة أن تمرّ على النص بسرعة لتعرف ماهيته وكيفية التعامل معه. هذه إحدى الخطوات المهمّة، لأنك تستطيع من خلالها تقدير مدّة البحث والترجمة التي ستحتاجها، كذلك ستحظى بلمحة عامة عن موضوع النصّ مما سيسهل عملية الترجمة، فلن تتوه في ترجمتك كما يحدث لو بدأت الترجمة حال تلقيك النصّ.

إدارة الوقت

يكون على المترجم أحياناَ ترجمة نصوص كبيرة في وقت ضيّق، فإذا لم يستطع إدارة وقته بشكل فعّال لن يستطيع إنهاء عمله في الوقت المحدد مما يؤثر على سمعته ويجعل من الوثوق في كلمته أمر شبه مستحيل، أو قد يلجأ إلى التغاضي عن الدقة أو مراجعة النصّ للاستعجال في المهمة، خاصةً أن أغلب الترجمات تكون “مُستعجلة”.

الأخلاق والتحلّي بالمسؤولية

بيّن يديك نصّ وأمانة يجب أن نقلها من لغة إلى أخرى، أنت مسؤول عن فعل ذلك بأسمى درجات الدقة والموضوعية. إذا لم يتماشى النص مع مبادئك وما تؤمن به، لا تقبل ترجمته وحسب. كذلك عليك أن تكون عند صادقاً في تحديد موعد التسليم وألّا تعطي وعداً لا تستطيع الإيفاء بها، والأهم أن تكون صادقاً مع نفسك.

عدم التحيّز

إيّاك ثم إيّاك والتحيّز، إلّا إذا كانت تلك قضيتك، فتحيّز وبشدة (تحمس الكاتب قليلاً في هذه الجزئية)، حاول أن تكون موضوعيّاً بقدر الإمكان عند اختيارك للمصطلحات وابحث عمّا يلائم عميلك

مهارات كتابة وقواعد

إنك لن تستطيع أن تكون مترجماً في حال كانت مهاراتك في الكتابة ضعيفة. عليك صياغة النصوص بشكل محترف، وأن تجعلها أبعد ما يبدو على كونها مترجمة، أيّ أقرب إلى نصّ مكتوب باللغة المترجم إليها. حاول أن تكون تتسم ترجمتك بالسلاسة، ولا ضير من جعل شخص آخر يقرأ النص المترجم ليقيّم إن كان مفهوماً دون الرجوع إلى النصّ الأصليّ.

الدّقة

مهما كان لديك من حرية في التصرف في النص المترجم، تبقى مقيّداً بما كتب في النصّ الأصليّ. عليك أن تكون دقيقاً قدر الإمكان في اختيار المصطلحات بحيث لا تسبب بلبلة في فهم الجمهور القارئ للنصّ أو تتركهم في حيّر من أمرهم، ما لم يرد الكاتب ذلك.

استخدام المفاهيم والمصطلحات التي تناسب اللغات المختلفة

ابتعد عن الترجمة الحرفيّة وحاول معرفة إذا ما كانت العبارات التي تستخدمها ملائمة ومستعملة في اللغة المنقول إليها. تذكر أنك لا تنقل الكلمات وحسب، أنت تنقل أفكاراً من ثقافة إلى أخرى.

مهارات حاسوبية متقدمّة

من البديهيّ أن تكون ضليعا بأعماق مايكروسوفت وورد وبعض البرامج الخاصة بالترجمة مثل الـترجمة بمساعدة الحاسوب ما سيسهل عليك العملية.

وفي النهاية لا تنسى أن تستمتع بالترجمة، إذا ما تبقت مساحةٌ لذلك!

Certified International Purchasing Manager (CIPM)

Certified International Purchasing Manager – CIPM

Objectives:

CIPM aims to:

  • Identify purchasing and supply management
  • Actively engage participants to analyze the strategies of sourcing
  • Define the operations and structure of purchasing
  • Follow the non-lecture style demonstrating strategic sourcing processes
  • Explain the critical elements of the supply chain
  • Provide relevant material for each participant

Topics:

  • Introduction to Purchasing and Supply Chain Management.
  • The Purchasing Process
  • Purchasing Policy and Procedures.
  • Purchasing and Supplier Integration for Competitive
  • Advantage. Purchasing and Supply Chain Organization
  • Purchasing and Category/Commodity Strategy Development
  • Supplier Evaluation and Selection
  • Supplier Quality Management
  • Supplier Management and Development: Creating a World-Class Supply Base
  • Worldwide Sourcing
  • Strategic Cost Management
  • Purchasing and Supply Chain Analysis: Tools and Techniques
  • Effective Negotiations: Preparation and Execution
  • Contracting: Developing and Managing Effective
  • Purchasing Law and Ethics
  • Contract Administration: Getting the Goods and Services You Ordered, As You Ordered Them (And Supplier Development), Purchasing Services
  • Sourcing and Supply Performance Measurement and Evaluation
  • Purchasing and Supply Chain Changes and Trends

Prerequisites

None

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Certified Internal Auditor (CIA) – Parts I, II & III

Certified Internal Auditor (CIA) – Parts I, II & III

Objectives:

Upon completion, the trainee will be better able to:
  • To prepare for the CIA in the most efficient way
  • To learn about the tips of passing the exam
  • To manage time in order to cove the material
  • To prepare practically for the exam

Topics:

125 questions | 2.5 Hours (150 minutes)

The revised CIA exam Part 1 is well aligned with The IIA’s International Professional Practices Framework (IPPF) and includes six domains covering the foundation of internal auditing; independence and objectivity; proficiency and due professional care; quality assurance and improvement programs; governance, risk management, and control; and fraud risk. Part One tests candidates’ knowledge, skills, and abilities related to the International Standards for the Professional Practice of Internal Auditing, particularly the Attribute Standards (series 1000, 1100, 1200, and 1300) as well as Performance Standard 2100.​

The CIA Exam Part I topics tested include:

  1. Foundations of Internal Auditing (15%)
  2. Independence and Objectivity (15%)
  3. Proficiency and Due Professional Care (18%)
  4. Quality Assurance and Improvement Program (7%)
  5. Governance, Risk Management, and Control (35%)
  6. Fraud Risks (10%)

100 questions | 2.0 Hours (120 minutes)

The CIA Exam Part II includes four domains focused on managing the internal audit activity, planning the engagement, performing the engagement, and communicating engagement results and monitoring progress. Part 2 tests candidates’ knowledge, skills, and abilities particularly related to Performance Standards (series 2000, 2200, 2300, 2400, 2500, and 2600) and current internal audit practices.​

Domains   

  1. Managing the Internal Audit Activity (20%)
  2. Planning the Engagement (20%)
  3. Performing the Engagement (40%)
  4. Communicating Engagement Results and Monitoring Progress (20%)

100 questions | 2.0 Hours (120 minutes)

The CIA Exam Part III includes four domains focused on business acumen, information security, information technology, and financial management. Part 3 is designed to test candidates’ knowledge, skills, and abilities particularly as they relate to these core business concepts. Domains           

  1. Business Acumen (35%)
  2. Information Security (25%)
  3. Information Technology (20%)
  4. Financial Management (20%)

Prerequisites

  1. Candidates must hold a bachelor’s degree or its equivalent from an accredited university or college.
  2. A CIA candidate must obtain a minimum of 24 months of internal auditing experience or its equivalent.
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Advocacy and Lobbying (A&L)

Advocacy and Lobbying (A&L)

Objectives:

Upon completion, the trainee will be better able to:
  • Understand RBM in n a changing development context
  • Understand relevant methodologies and tools for results-based planning, monitoring and evaluation.
  • Learn how develop a results framework and design and use indicators

Topics:

Trainer Bader Al Hudhud

Bader Al Hudhud is a certified trainer in Advocacy and Lobbying with over 12 years of experience. He produced the Social Entrepreneurship Training Manual, and is active in Leadership and civic engagement. He is also a certified trainer in PTS (Life and Employability skills), Adult education and Advocacy training. Al Hudhud is talented in delivering youth engagement training; he trained more than 1500 youth from different universities and marginalized areas locally and in the region. Mr. Al Hudhud effectively contributed in establishing Partners for Sustainable Development organization in 2009, where, as the Program Director, he is leading the PSD community learning and development centers (CLDCs) and working on several initiatives related to education and ICT, youth development, Women’s Economic development, after-school programs and community development initiatives. Mr. Al Hudhud also coordinates a microcredit project for women in South Hebron where he leads the creation of a women’s business network that links businesses in the southern and northern West Bank to each other. Al Hudhud is experienced in designing creative ideas for community development and has developed proposals for various issue areas, including economic, social and educational programs targeting children, youth and women. Mr. Al Hudhud is the author of “Positive Extracts in Youth Rising” book. Mr. Al Hudhud holds BA in Information and Communication Technology- minor Management from the Arab American University in Jenin (AAUJ).

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Results-Based Management (RBM)

Results-Based Management (RBM)

Objectives:

Upon completion, the trainee will be better able to:
  • Understand RBM in n a changing development context
  • Understand relevant methodologies and tools for results-based planning, monitoring and evaluation.
  • Learn how develop a results framework and design and use indicators

Topics:

  • RBM in changing contexts
  • The project/ program cycle
  • Development of project/ intervention objectives
  • Logical framework/ Theory of change (ToC)
  • Developing indicators
  • Work plans
  • Project monitoring approaches tools and methods
  • Planning for project monitoring
  • Data collection and analysis
  • Monitoring as a management tool
  • Project evaluation approaches, tools, and methods
  • Incorporating evaluation in project design
  • Developing evaluation plans
  • Results-based reporting (preparation – implementation)
  • Good practices in reporting
  • How to use the information for decision- making/ policy and advocacy activities/ exist, scaling up

Prerequisite(s)

Interested participants must complete a survey to identify their needs and expectations prior to the training. In addition, a pre and post surveys will be designed to assess the knowledge of participants before and after the training.

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Palestine Mentors

منكِ نستفيد

تقوم مؤسسة أصوات حيوية كل عام بإطلاق حملة مسير سنوية بمناسبة يوم المرأة العالمي من خلال مشاركات شاركن في برامج المؤسسة من حول العالم في السنوات الماضية وتهدف هذه المبادرة إلى بناء علاقات مهنية بين السيدات ليرشدن بعضهن في معترك الأعمال.

Financial Management for NGOs (FMNGO)

Financial Management for NGOs (FMNGO)

Objectives:

By the end of the training participants will be able to:
  • Understand the fundamental principles of finance to increase their planning, costing and budgeting skills
  • Understand the financial terminology and basic concepts
  • Handle dealings with the finance department at the organization
  • Problem-solve and improve the analytical skills in constructing rational approaches
  • Apply and evaluate financial information in a simulated case setting
  • Increase the ability to participate in financial decision making

Topics:

a.      Accounting principles

b.     Introduction to accounting and bookkeeping

c.      Basic financial reports

  • Project accounting cycle, complying with project management methodology in the organization
  • Fund accounting and donor management cycle
  • Project accounting cycle, complying with project management methodology in the organization
  • Statement of financial position accounts components
    1. Cash & cash equivalent accounts, preparing the bank reconciliations
    2. Contributions and grants receivables
    3. Other receivables
    4. Investments
    5. Inventories
    6. Fixed assets
    7. Intangible assets
    8. Accounts payable – short term
    9. Other payables
    10. Long term payables
    11. Loans accounting
    12. Reserves & restrictions
    13. Net assets: Temporarily restricted – unrestricted
  • Statement of financial activities accounts components
    • Unrestricted income
    • Income from operations
    • Other gains and losses
    • Restricted income
    • Cost of projects
    • Expenses
    • Net gain or loss, changes in net assets
  • Cash flow statement
  • Cost management – profit making segments
  • Budgeting and financial forecasting
  1. Performance analysis and reporting
  2. Break even analysis
  3. Basic financial ratios for NGOs
  1. Accounting systems structure
  2. ERP systems
  3. MS Excel basic formulas for accounting and finance
  • HR and payroll accounting
  • Procurement process accounting
  • Small production activities accounting
  • Financial procedures development, and rules in finance
  • Local tax law for NGOs
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Certified International Professional Trainer (CIPT-TOT)

Certified International Professional Trainer (CIPT)

Objectives:

Upon completion, the trainee will be better able to:
  1. Understand the training cycle
  2. Understand the diverse learning styles
  3. Plan for a training course
  4. Utilize proper resources for training content
  5. Recognize the training styles to plan for diversified training sessions
  6. Design training activities as means to transfer knowledge

Topics:

  • The assumption underlying major learning theories
  • Some of the preferred ways people learn
  • How adults learn differently from children
  • What motivates people to learn
  • How to use theories and models in training and development
  • Maximize the learning outcome of participants at training courses
  • Discuss how adults learn and how to enrich their learning environment
  • The meaning of systems, performance, needs, assessment, and training
  • The relationships between performance and training needs assessment
  • Basic steps in conducting a needs assessment.
  • Identify techniques for gathering data
  • Describe methods for conducting observations
  • Demonstrate methods for conducting interviews
  • Choose appropriate methods for conducting surveys
  • Explain instrument development and validation
  • Describe techniques of test construction
  • Plan approaches to creating experimental research designs
  • Describe ways to use objectives to improve learning
  • Write measurable learning objectives
  • Classify learning objectives
  • Appreciate the importance of communicating expectations to students
  • Differences between program development and instructional design
  • Specific approaches and issues
  • Key steps in the instructional design process
  • Ways of accommodating adult learners
  • Theories and concepts of active learning
  • Describe two major motivational theories and the implications of these theories for training. 
  • Advantages and disadvantages of the most common training methods
  • Demonstrate several different training methods designed to familiarize attendees with the Decision-Making Process
  • Explain how adult learning principles can be drivers for mediated instruction
  • Discuss the role of books and journals and manuals in mediated instruction of all types
  • Develop strategies for delivering mediated instruction
  • Suggest ways that mediated instruction outcomes can be evaluated
  • Define Distance Learning
  • Describe a variety of technologies that can support synchronous distance learning
  • Depict situations where distance learning is the method of choice
  • Apply the Kirkpatrick Model to their training programs
  • Explain the four levels of evaluation
  • Describe the measurement tools & benefits of evaluation at each level of Kirkpatrick
  • Determine appropriate evaluation methods for their training programs
  • Using the Kirkpatrick model, determine how to measure learning including using tests, demonstrations, questions and answers, group work, reflection, etc.

Testimonial :

I participated In the CIPT training with Ritaj and I found the training to be comprehensive and detailed, It was directed at my level as an experienced trainer. The trainer, Nisreen, was excellent and could answer all questions asked and delivered the course in an interesting format. I do appreciate the amount of details covered and I feel more confident on how I can apply everything to real life situations and my job. The course coordination was very flexible and I felt like it was a partnership relation rather than a client – service provider relation. I am looking forward for more capacity building investment opportunities with RITAJ, either for myself or for my colleagues in Right To Play organization.
Samer Jouba - Training Officer
Right To Play​
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Certified Marketing Professional – CMP

Certified Marketing Professional - CMP

Objectives:

Upon completion, the trainee will be better able to:
  1. Understanding the key components and aspects of a value-based marketing strategy
  2. Learning how to build successful brand equity, and how it is essential to create value for shareholders
  3. Conduct audits for marketing operations, and analysis to examine the micro and macro environments better
  4. Combine best practices, tools to implement an effective marketing and sales management system
  5. Develop new strategies to build and sustain a competitive market advantage.

Topics:

  • Introduction of the workshop program and the participants
  • The Essence of Marketing
  • Group Discussion: Shifts in Marketing
  • Marketing Planning Fundamentals
  • Strategic Planning Tools
  • Group Discussion: What Good is a Mission Statement?
  • Marketing Planning: Business Unit/Project-Level Perspective
  • Consumer Buyer Behavior
  • Organizational Buyer Behavior
  • Discussion: Who Should You Target with New Products?
  • Customer Service
  • High Tech Marketing
  • Market Research and Market Intelligence
  • Discussion: Is Mass Marketing Dead?
  • Product Strategy
  • Integrated Marketing Communication
  • Should National Brand Manufacturers also Supply Private Brands?
  • Retailing, Wholesaling, Logistics
  • Direct Marketing
  • Managing Complex Hybrid Channels
  • Customer Relationship Management
  • Discussion: Are Great Salespeople Born or Made?
  • Key Account Management
  • Discussion: Differences B2C/B2B Marketing
  • Segmentation, Targeting and Positioning
  • Discussion: Is Marketing an Art or Science?
  • Global Marketing
  • Implementing Market-Driven Strategy
  • Four Ps and 7 Ps
  • Discussion: Is Marketing an Art or Science?
  • Global Marketing
  • Implementing Market-Driven Strategy
  • Course Summary
  • Question and Answer Session
  • Final examination
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Certified Human Resource Management Professional (CHRMP)

Certified Human Resource Management Professional (CHRMP)

شهادة إدارة الموارد البشرية الاحترافية

Objectives:

Upon completion, the trainee will be better able to:
  1. Define the characteristics of effective HR management
  2. Define the main uses and applications of competencies in Human Resources
  3. Understand the importance of a competency-based training & development approach
  4. Explain the role of HR in performance management
  5. Define recruitment and selection and its importance in reducing staff turnover
  6. Develop an action plan to transfer the new skills to the workplace.

Topics:

I. MANAGEMENT PRACTICES
  • HR Roles: Advisory/Counselor/Consultant/Service Control
  • Change Agent Role/Reengineering and Facilitating, both content & process
  • HR’s Role in Strategic Planning
  • HR Generalist and HR Specialist Roles
  • Effects of Different Organizational Contexts and Industries on HR functions
  • HR Policies and Procedures
  • Integration and Coordination of HR Functions
  • Outsourcing the HR Functions
  • Environmental Scanning
  • Internal Scanning
  • Human Resources Inventory
  • Human Resource Information Systems
  • Action Plans and Programs
  • Evaluation of Human Resource Planning
  • Organizational Structures
  • Organizational Development
  • Diagnosis and Intervention Strategies: Action Research, Sensing, Team Building, Goal Setting
  • Survey Feedback, Strategic Planning, Visioning, Sensitivity Training (T-groups)
  • Role of Organizational Culture in Organizational Development
  • Role of International Culture in Organizational Development
  • Organizational Development in Response to Technological Change
  • HR Budgeting Process
  • HR Control Process
  • Evaluating HR Effectiveness
  • Motivation Theories
  • Applying Motivation Theory in Management
  • Leadership Theories
  • Effect of Leadership in Organizations
  • Leadership Training
  • Performance Planning: Identifying Goals/Desired Behaviors
  • Setting and Communicating Performance Standards
  • Measuring Results and Providing Feedback
  • Implementing Performance Improvement Strategies
  • Evaluating Results
  • Work Teams
  • Job Design and Redesign
  • Employee Ownership/ESOPs
  • Employee Suggestion System
  • Participative Management
  • Alternative Work Schedules
  • Role of HR in Employee Involvement Programs
  • Research Design and Methodology
  • Quantitative Analysis
  • Qualitative Research
  • J. International HR Management
  • Cultural Differences
  • Legal Aspects of International HR
  • Expatriation and Repatriation
  • Issues of Multinational Corporations
  • Compensation and Benefits for Foreign Nationals and Expatriates
  • The Role of HR in International Business
  • Ethical Issues
  • Establishing Ethical Behavior in the Organization
II. GENERAL EMPLOYMENT PRACTICES
  • Definitions, Requirements, Proscribed Practices
  • Methods of Job Analysis
  • Types of Data Gathered in a Job Analysis
  • Uses of Job Analysis
  • Job Descriptions
  • Job/Position Specifications
  • Validity & Reliability of Job Analysis, Job Description, & Job Specification
  • Employment-At-Will Doctrine
  • Exceptions to Employment-At-Will
  • Common Law Tort Theories
  • Job-As-Property Doctrine
  • Non-Compete Agreements
  • Performance Measurement- The Criterion
  • Criterion Problems
  • Documenting Employee Performance
  • Category Rating Appraisal Methods
  • Comparative Appraisal Methods
  • Narrative Appraisal Methods
  • Special Appraisal Methods: MBO, BARS, BOS
  • Types of Appraisals
  • Rating Errors
  • Appraisal Interview

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