HR英文常用范文集锦 人力资源常用英语范文
包括：Offer letter
Payroll Authority-{8D%}N!N {
Personal Request*s \x8x jb
Announcement
MemoY(\s |$_9t
Termiation Letter
Warning Letter
Training Application4eN/yU_ x ] d3?Y
Training Evaluation Form
termination letterT \)rS caU8?M5t]
Congratulation letter
Welcome and Farewell speech
Contract Renewal Notice
training applicatoin form\"u\ y-{:DCB e4e
training request form)U2mO9^ h9Y(K)L:[2F
training report9~-a-Q'~&HXU Fr
annual training plan
Offer Authorization员工聘用批准
Company Name and Logo:公司名称及标志Employment Offer Authorization 员工聘用批准 ewJ:@ tLf Z s2Y"n
Name: 姓名
Employee Number: 员工编号 5555
Title: 职位 Customer Representative 客户代表
Job Level: 职位级别 LD
Report to:上级 Sales Supervisor / 区域拓展主任
Commencement Date:聘用日 Sept.22, 2005/ 2005年9月22日
Working Location:工作地点 Shenzhen / 深圳U|q(J5K)acg
Probation:试用期 6months / 6个月
Review Date:下一次工作评估日期 Mar.22,2006 / 2006年3月22日_'x,nl/Q;l@+N"~Ic
Monthly Salary:月薪 RMB 1,500.00(税前)8c \R+S%u
Aunual bonus:是否享受年终奖金 Yes No X XF B x5t)N}U
Remark:备注
General Manager总经理签署 &D+U\a%@~$h H k
Date(日期)
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HR&Adm. Manager人力资源及行政经理签署
Date(日期)
Code of conduct--员工行为守则（可口可乐公司）--part I
some highlights of the code• Employees must follow the law wherever they are around the world. f)u3D3D)s/D
• Employees must avoid conflicts of interest. Be aware of appearances.-j7wyZa d eC@
• Financial records—both for internal activities and external transactions—
must be timely and accurate.
• Company assets—including computers, materials and work time—must
not be used for personal benefit.
• Customers and suppliers must be dealt with fairly and at arm’s length.Z`R%`4sg yC'C
• Employees must never attempt to bribe or improperly influence
a government official.[ f"rp%] R
• Employees must safeguard the company’s nonpublic information.kP({J8]
• Violations of the Code include asking other employees to violate the Code,5N6O$}mT;`"q
not reporting a Code violation or failing to cooperate in a Code investigation.
• Violating the Code will result in discipline. Discipline will vary depending#hG5Q;V)A _ c9sz0Z
on the circumstances and may include, alone or in combination, a letter
of reprimand, demotion, loss of merit increase, bonus or stock options,
suspension or even termination.
• Under the Code, certain actions require written approval by your Principal syO8B"EJ-_
Manager. The Principal Manager is your Division President, Group President,km2J Bq7t8|5Z
Corporate function head, or the General Manager of your operating unit.YY$b7h:K5x
• For those who are themselves Principal Managers, written approvals must\dQ5m_A0` w
come from the General Counsel and Chief Financial Officer. Written
approvals for executive officers and directors must come from the Board
of Directors or its designated committee.^;QO-P!S;i V%C
• If you have questions about any situation, ask. Always ask.
This Code should help guide your conduct. But the Code cannot address every
circumstance and isn’t meant to; this is not a catalogue of workplace rules. You{(|u/Y5J%L
should be aware that the company has policies in such areas as fair competition,
securities trading, workplace conduct and environmental protection. Employees
should consult the policies of The Coca-Cola Company in specific areas as they apply.
Code of conduct--员工行为守则（可口可乐公司）--part II
your responsibilities• It is your responsibility to read and understand the Code of Business Conduct.
You must comply with the Code in both letter and spirit. Ignorance of the fbrWY4X"j v%y,GK
Code will not excuse you from its requirements.
• Follow the law wherever you are and in all circumstances. u M lD ^,@-z
• Never engage in behavior that harms the reputation of the company. If you
wouldn’t want to tell your parents or your children about your action—0ZM/R4g!{;w
or wouldn’t want to read about it in a newspaper—don’t do it.p"V'wI3g-M5N
• Some situations may seem ambiguous. Exercise caution when you hear your-self8N#K xg {,Hw
or someone else say, “Everybody does it,” “Maybe just this once,” “No oneZ;w3K;Wh }*R.@
will ever know” or “It won’t matter in the end.” These are signs to stop, think
through the situation and seek guidance. Most importantly, don’t ignore your
instincts. Ultimately, you are responsible for your actions.
• You can seek guidance from the Ethics & Compliance Office at 404-676-5579,
or toll-free from within the United States at 1-866-790-5579, or via e-mail atfB'aj"H%f
[email]compliance@na.ko.com[/email].:h9a-Ek5C6cU K;a
• Employees are obliged to report violations, and suspected violations, of the(KER BX-^}%sk([
Code. This includes situations where a manager or colleague asks you to violate ^3e I lk1LE$V
the Code. In all cases, there will be no reprisals for making any reports,G n7c$u2N"}'t4R h w
and every effort will be made to maintain confidentiality.
Code of conduct--员工行为守则（可口可乐公司）--part III
You can report violations of the Code directly to the Ethics & ComplianceOffice at 404-676-5579, or toll-free from within the United States at!M$|7b4H3X_n
1-866-790-5579, or via e-mail at [email]compliance@na.ko.com[/email]. Employees also may q*SO zH(F
report violations by calling the Employee Reporting Service, anonymously if
they wish, toll-free from within the United States at 1-866-846-2653 or from
outside the United States by using their local operator to make a collect, or
reverse charge, call to 404-676-0056. Translators are available, but employeesP)~a e m J3F
must speak the name of their preferred language in English to initiate the
translation process. Employees also may report violations, anonymously if they
wish, by accessing the Reporting Violations Form on the Company’s intranet.
• Employees are obliged to cooperate with investigations into Code violations and
must always be truthful and forthcoming in the course of these investigations.%e'o/a lD
• Managers have important responsibilities under the Code. Managers must
understand the Code, seek guidance when necessary and report suspected
Code violations. If a manager knows that an employee is contemplating]!Da3X+aL$CQ;J
a prohibited action and does nothing, the manager will be responsible alongB ? @3iu,dsg
with the employee.)N? Y __F5g*_
• The most important message is this: When you are uncertain about anyP MI[f0v/lr1A/f
situation, ask for guidance.
CONFLICTS of interest----利益冲突处理原则
overview?YS:F"{tYour personal activities and relationships must not conflict, or appear!h&S d+Io,n
to conflict, with the interests of the company. Keep in mind, the Code can’tX r$Fl9sL Uv_6`A
specifically address every potential conflict, so use your conscience and common
sense. When questions arise, seek guidance.j x-?'xd$Sq/{#G
general principles |'M1` w8up(K0V?8`7U
• Avoid situations where your personal interests conflict, or appear to conflict, with those9g#Y1_u \z
of the company.
• You may own up to 1% of the stock in a competitor, customer or supplier without seeking prior
approval from your Principal Manager so long as the stock is in a public company(II$Oa ]X r6S!]P
and you do not have discretionary authority in dealing with that company. If you want'i+A;m |O ^ w [,Q.c
to purchase more than 1% of the stock in a customer, competitor or supplier, or the company
is nonpublic or you have discretionary authority in dealing with the company, then the stock*vf%xk)D
may be purchased only with prior approval of your Principal Manager.:h@ a7In-Y
• Directors may own the stock of suppliers, customers and competitors. However, a director must
remove himself or herself from any Board activity that directly impacts the relationship between the
company and any supplier, customer or competitor in which the director has a financial interest.
• If you have a financial interest in a transaction between the company and a third party—even U(l2WE&w*e
an indirect interest through, for example, a family member—that interest must be approved\8u"h3m(b!r[c4F
by your Principal Manager prior to the transaction. However, if you have a financial interest
in a supplier or customer only because someone in your family works there, then you do not
need to seek prior approval unless you deal with the supplier or customer or your family
member deals with the company.
• For any transaction that would require reporting under SEC rules, directors of The Coca-Cola+JS Sm3vT!L|
Company must obtain written confirmation from the Board of Directors or its designated
committee that the proposed transaction is fair to the company.AI#a] g5F K:x(M~s
• If you’d like to serve as an officer or director or consultant to an outside business on your owny d)?5o6}3c {(f
time, you must receive prior approval in writing from your Principal Manager. If your Principalcx$m6X)PF#e.vO"N:g
Manager changes, or the circumstances of the outside business change substantially, you must
seek re-approval. (Employees are permitted, however, to serve on charity boards or in familyy(r6bt{A GC
businesses that have no relationship to the company.) This rule does not apply to non-employee eX3^r)Qa
directors of the Company.
• Any potential conflict of interest that involves an officer of the company, of a division2L_ Pi!f;F a0h
or of a subsidiary must be approved in advance by the General Counsel and Chief Financial
Officer. Any potential conflict of interest that involves a director or executive officer of the
company must be approved by the Board of Directors or its designated committee.a uU ` YN+g$ba
• Loans from the company to directors and executive officers are prohibited. Loans from the
company to other officers and employees must be approved in advance by the Board
of Directors or its designated committee.
Offer Letter-sample one聘任书
Date v([ VRW:m1x+Z[,V E ]:J5v }Ht'HpR*D
Name\H l:}5G V l
Address
Address
Dear __________________________________:V|z_o5N
It is my pleasure to extend the following offer of employment to you on behalf of (your company name). This offer is contingent upon your passing our mandatory drug screen, our receipt of your college transcripts, and any other contingencies you may wish to state. YFs:l9?6D9c;s'c^ O
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Title: ________________________________________________________
Reporting Relationship: The position will report to:
.G#fb si lO&l
_____________________________________________________________#oH}D i+k9b
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Job Description is attached.
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Base Salary: $__________ annually, to be paid in bi-weekly installments of $_________ and subject to deductions for taxes and other withholdings as required by law or the policies of the company.
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Sample Agreement Formsg'r9X;V1cC&]
Attorney Prepared Tech Legal Forms Web Design, Software, Technology
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The salary will be prorated for this year.
Bonus (or Commission) Potential: Effective upon satisfactory completion of the 90-day probationary period, and based upon the goals and objectives agreed to in the performance development planning process with your manager, you will be eligible for a bonus. The bonus plan will be prorated for this year. The plan for this year and beyond will be based on the formula determined by the company for that year.
Non-Compete Agreement: Our standard non-compete agreement must be signed prior to start.}3Ko z0S(B
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Benefits: Standard company health, life, disability and dental insurance coverage are supplied and effective per company policy. Eligibility for other benefits, including the 401(k) and tuition reimbursement, will take place per company policy.#XM0Rozj
Stock Options: Spell out any options that may be available for purchase.
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Vacation: ________ weeks per year, plus personal days per company policy. This benefit is prorated for this year.
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Expenses: Spell out any moving or other transition expenses the company will pay. VU P? w/e
Start Date: _________________________________________________
Car/Phone/Travel Expenses: Normal and reasonable expenses will be reimbursed on a monthly basis per company policy.
Your employment with (Company Name) is at-will and either party can terminate the relationship at any time with or without cause and with or without notice.
You acknowledge that this offer letter, (along with the final form of any referenced documents), represents the entire agreement between you and (Company Name) and that no verbal or written agreements, promises or representations that are not specifically stated in this offer, are or will be binding upon (Company Name).H$j |$Bj9i'z t u&h6M
If you are in agreement with the above outline, please sign below. This offer is in effect for five business days.
Signatures:
__________________________________________________________'[ ](db)sZ
o'P Oaj-d!S!BP
(For the Company: Name)q,E%| c&nm
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__________________________________________________________0luN Q"V8[mEe};@
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Date d;w4y#ci
__________________________________________________________ U SXA"f n(N \(\
(Candidate's Name)
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__________________________________________________________
Date Job Offer Letter: Mid-career+e4^3J|2gi h5L${:v P
From Susan M. Heathfield,
Your Guide to Human Resources.;_p P,`0{9wF"e w(t.i
FREE Newsletter. Sign Up Now! !G xg~d.Mu
Job Offer Letter Sample: Mid-careero/N c k;Y6S_:jG
Date%Mn n;US] h A
ch7w%_Xb&H
Name BS'tN;j l {r
8Rs }4D.Y$r%L9~}$a#I
Address:@ S#i ^-o
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City, State, Zip
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Dear __________________________________:;h6}"IH(m2{#wka
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It is my pleasure to extend the following offer of employment to you on behalf of (Company Name). This offer is contingent upon your passing our mandatory drug screen, our receipt of your college transcripts, and any other contingencies you may wish to state.
Title: ________________________________________________________wD3zX+k [c
Reporting Relationship: The position will report to (Name and Title):'BT }B VG)U
_____________________________________________________________? Y;\ hN+F!@`TH
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Job Description is attached.*B1l1n ^Q$M
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Base Salary: $__________ annually, to be paid in bi-weekly installments of $_________ and subject to deductions for taxes and other withholdings as required by law or the policies of the company.
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The salary will be prorated for this year. P1S/j ]D!xr
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Bonus Potential: Based upon the goals and objectives agreed to in the performance development planning process with your manager, you will be eligible for a bonus. The bonus plan will be prorated for this year. The plan for this year and beyond will be based on the formula determined by the company for that year.
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Non-Compete Agreement: Our standard non-compete agreement must be signed prior to start.v/d C9N(P A:zQv#E
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Benefits: Standard company health, life, disability, vision, and dental insurance coverage are supplied and effective per company policy. Eligibility for other benefits, including the 401(k) and tuition reimbursement, will take place per company policy.0X6Z9h&{.Q1z4Q
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Vacation: 3 weeks per year (generally requested by a mid-career professional), plus personal days per company policy. This benefit is prorated for this year.
Tuition Reimbursement: Mid-career professionals will often negotiate for additional reimbursement as they pursue business or other degrees.
Relocation Expenses: Spell out any moving or other transition expenses the company will pay.cB1v }Ot)cvW
Start Date: _________________________________________________pC `-t f1|.h U
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Car/Phone/Travel Expenses: Normal and reasonable expenses will be reimbursed on a monthly basis per company policy.
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Your employment with (Company Name) is at-will and either party can terminate the relationship at any time with or without cause and with or without notice.n OU2OM)E
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You acknowledge that this offer letter, (along with the final form of any referenced documents such as the job description), represents the entire agreement between you and (Company Name) and that no verbal or written agreements, promises or representations that are not specifically stated in this offer, are or will be binding upon (Company Name).
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If you are in agreement with the above outline, please sign below. This offer is in effect for five business days.
Signatures:)l:g } r2|
__________________________________________________________ eT!W0q O)P(`
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(For the Company: Name)
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__________________________________________________________
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Date
__________________________________________________________
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(Candidate's Name)
__________________________________________________________
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Date
Crisis Communication Plan危机沟通计划
Crisis Communication Plan: A PR Blue Printby Sandra K. Clawson Freeo ([email]vfandsc@msn.com[/email])
Short Web address for this page: NewsPlace.org/crisis.html [or NewsPlace.org]
Contents ?ak!o w li6\
Introduction
The Crisis Communication Team
Positioning
Designated Spokesperson D7P8c QoFvn
Media Policies and Procedures
Practicing Tough Questions3Q DF~(va` y0E
Prepared Statements
Sample News Releaseq.yz3x1o%} ]
Collateral Materials8LS F!q9F,U[O
Key Audiencesnj ~D Z`Qw
Contact Log
Speaker's Presentationsn"{\g1ln@!H*@ ~
Handling Media Interviews[,\Vy,? Y
Recommended Books and Web Sites
Introduction
This crisis communication plan will outline a generic, basic crisis communication plan. To apply it to your situation you may need to adjust some things and add your own information. It is not intended to answer all questions or fill all needs it is just a basic outline of options you might consider if and when you are in the midst of a crisis and need help.A~fx W6Q;H&g
A crisis is any situation that threatens the integrity or reputation of your company, usually brought on by adverse or negative media attention. These situations can be any kind of legal dispute, theft, accident, fire, flood or manmade disaster that could be attributed to your company. It can also be a situation where in the eyes of the media or general public your company did not react to one of the above situations in the appropriate manner. This definition is not all encompassing but rather is designed to give you an idea for the types of situations where you may need to follow this plan. _Dg L;E6D5Y [ |E W
If handled correctly the damage can be minimized.
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One thing to remember that is crucial in a crisis is tell it all, tell it fast and tell the truth. If you do this you have done all you can to minimize the situation.8P%yzz H.GV}
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When a situation arises that may be a crisis the first thing you should do is contact your CEO and the chief of your public relations department. The sooner you get those two organizations involved the sooner you can implement this plan.
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The Crisis Communication Team
This team is essential to identify what actions should be taken. the team should be comprised of individuals who are key to the situation. They should include as a minimum the CEO, the chief of Public Relations, the Vice President, the Senior manager from the division in charge of the area that was involved in the situation that has brought about the crisis, the safety and/or security officer, the organization Lawyer, and anyone else who might be able to shed some light on the situation such as eye witnesses.
The job of this team is to come up with a plan of action and decide who the spokesperson should be.!N CYX"TsZ dA
A copy of the management recall roster should be attached and should include cellular phone numbers and beeper numbers if each team member has one (either one or the other should be issued to the primary team members at least). As you will find out a crisis is not always at the most convenient time and place. A complete management list is recommended as you never can tell who may be needed. @/J3Cq0J+F,K+x0G
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Once the crisis communication team is selected a list should be made of the people on the team and what each team member is responsible for. This document contains a sample form. `G)K)U yK3m
Sample form: 1. Name________________ home_______________work______________
2. Name_________________ home_______________work______________7nCW2m L6w
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In addition to the crisis communication team the Public Relations or Communications department should be supplemented with competent people who can answer phones and if required escort media. Having calls from the media answered promptly is essential. As soon as possible a prepared statement should be given to this staff. This statement should be something such as "Facts are still being gathered but there will be a press conference before 4:00, give me your name and number and I will call you back to let you know when."
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One of the first responsibilities of the crisis communication team should be to determine the appropriate positioning or message to address the emergency. Things to think about: cU8Dz a p H c
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This is where "Tell it all, tell it fast and tell the truth" begins.t NW JW6W;P
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It is always best when a mistake has been made to admit it up front, and begin doing whatever is possible to re-establish credibility and confidence with internal and external audiences. This may be difficult for senior management to do, especially if the Lawyers are involved since it is their job to minimize the eventual legal cost to the company. However, if you do some homework you will find that following the advice in this plan will minimize the legal costs. Many Public Relations case studies are made of issues where the lawyers had too much say in what was done and upper management didn't get involved from the beginning.$HQk~xLP0b(n
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The first and foremost goal is protecting the integrity and reputation of the Company.F#LwYj#~;} L0]
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Never try to lie, deny or hide your involvement.6q7q.fQ6i
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If you ignore the situation it will only get worse.
Don't let the lawyers make the decisions. While they are good intentioned it may cause the crisis to escalate.
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The cause of almost all crises fall into two broad categories: o3i2w"~4X*zt v;Q
Overt acts and acts of omission..a3RO1KR'?6Y
Issues of competence or lack thereof in matters of public perception. 9RKjj'c%B1f
[Back to the top]
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Positioning
To decide on a position, it is important to step out of your role in the company and put yourself in the situation of whom ever was involved in the crisis or try to view the crisis from the eye of the public. Ignoring the situation will only make things worse./cm4d w|+I$Z,JC"Y
Examples of categories to consider for positioning are:
Human error
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Clerical error S;q0W@|
Unauthorized procedures X#Ry%y-`X p
Inadequate supervision 6p:U Oy X&Z%FB
Inadequate quality control 2\ U1is&[:H
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Misuse of confidential information
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Errors of judgement
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Inadequate standard operating proceduresA_ L/[ r7F i,BI
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As you are considering the position it is important to consider the wide range of consequences (e.g., legal, financial, public relations, effects on administration, effects on operations).
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Keep in mind that people tend to remember what they hear first and last.
Designated Spokesperson
One individual should be designated as the primary spokesperson to represent the Company, make official statements and answer media questions throughout the crisis.:m6h$hd)A,`
A back-up to the designated spokesperson should also be identified to fill the position in the event that the primary spokesperson is unavailable. H~N h CE#v
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In addition to the primary spokesperson and the backup spokesperson, individuals who will serve as technical experts or advisors should be designated. These resources might include a financial expert, an engineer, a leader in the community or anyone your company deems necessary during a specific kind of crisis. This will take some brainstorming by the crisis communication team since what is needed may not always be apparent. There should be an authority or technical expert in their field and be available to supplement the knowledge of the spokesperson.
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Criteria for the spokesperson, backup spokesperson and crisis communication expert is:"NGnifk s9v B
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Comfortable in front of a TV camera and with reporters. Preferably, skilled in handling media, skilled in directing responses to another topic, skilled in identifying key points, able to speak without using jargon, respectful of the role of the reporter, knowledgeable about the organization and the crisis at hand Able to establish credibility with the media, able to project confidence to the audience, suitable in regard to diction, appearance and charisma, sincere, straightforward and believable, accessible to the media and to internal communications personnel who will facilitate media interviews, able to remain calm in stressful situations. l0Q2|hZ#a
In addition to the designated spokesperson and backup, it can be anticipated that other parties involved in the crisis; police, fire department, health officials, etc., will also have a spokesperson. It is important to obtain the identity of that individual as early as possible so all statements and contacts with the media can be coordinated between the two individuals and their organizations/interests whenever possible.
[Back to the top]
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Media Policies and Proceduresu z)X_NZ/a*z
Select a place to be used as a media center. It should be some distance from offices of the crisis communication team, spokesperson and emergency operations center to ensure that media are not in the middle of the action if they happen to take the wrong turn or have to pass by those offices or areas on the way to the restrooms. If there is a visual (a fire or rescue operation) don't make the media center in such a remote site that they can't see what is going on because they may not show up and if they do you will loose their confidence and it may appear that you are hiding something.&O ROvzw#`jm A
Locations for interviews and press briefings will be decided by the crisis communications team.
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Don't change the rules that you already have established for the media. If the media are currently required to be escorted then during a crisis they should be required to be escorted. These things should be considered and preparations made now to find people who can escort media during a crisis. If they are not required to be escorted now then don't require them to be in a crisis. If there are special circumstances that would require them to be escorted such as a safety hazard, they should be advised of this up front. Any change in the way the media is dealt with during a crisis may change the views of the reporter. It is important that they feel that you aren't trying to hide anything.
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Reporters may ask to speak to staff or at a school, faculty or students who are involved with or have been affected by the crisis. It is best to restrict all interviews to the primary spokesperson, back-up spokesperson or technical expert. Controlling the interview process is key to managing the crisis.
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However, remember that reporters have the right to interview anyone they want to and if they don't get the answers they want from you they will get them somewhere. They are all after the scoop. They all want a different angle than the reporter standing next to them. They will try for that scoop with you. If the possibility is there to provide them with what they want, consider it very carefully. All media should be treated equally. What is given to one (such as access to an area effected by the crisis) should be available to all media.
Practicing Tough Questions
A crisis situation is always difficult when dealing with the media. Therefore, tough questions and rehearsals are necessary to help the spokesperson prepare.
It is important, at the onset of the crisis, that the spokesperson, backup and advisors spend some time rehearsing prepared statements and answers to possible "tough" questions that may be asked by reporters. If possible, similar rehearsals should be conducted prior to each media interview, briefing or news conference. It is also important to anticipate and practice new questions as the story evolves.-o0RH!l~;o oy
It is better to over-prepare than to be surprised by the depth of questioning by the media. Be tough and be prepared.%_7iR^4mWA3q~6M
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The Communications/Public Relations staff should prepare questions and answers for the practice sessions. These questions and answers should be for internal use only and not for distribution outside the organization.;v w[2oJzb
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Don't volunteer information unless it is a point the company wants to make and the question hasn't been asked.| fn5bMZ+X(v ?k1v'e
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Don't talk off the record.
Prepared Statements^vLQ*X:s5n k
If you don't communicate immediately, you lose your greatest opportunity to control events. (Attached is a fill-in the blanks news release that can be used with little or no preparation as your first news release). Your first news release should include at a minimum the who, what, when and where of the situation.
You must give the facts that have been gathered from reliable sources and confirmed. Don't over reach and don't speculated. There is a limit to your role. To exceed that limit is a mistake. If you do nothing more than show concern for the public and for your employees in your first press interaction, you are already on the right track. The corollary of expressing concern and generating good will at the consumer level is securing the loyalty of your customers and employees by taking the initiative to share information with them. If your employees and customers don't feel like insiders, they are going to act like outsiders.UH3r R;a7Z,Y3}
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You must have a prepared statement on hand that can be used to make an initial general response to the media when knowledge about the crisis first becomes known on a widespread basis or by reporters.7Q t?V%q)^[
As the crisis progresses and new information and facts become available, it is also advisable to develop prepared statements to be made by the spokesperson at the onset of any media interview, briefing or news conference.
These prepared statements also can be read over the telephone to reporters who call to request information but are not represented at news conferences or briefings. The statement can also be sent by FAX or e-mail upon request.
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[Back to the top] 1A3ghp.A;Q.s#pB
Sample News Release
A ___________________ at ____________________ involving __________________ occurred today at ________________ . The incident is under investigation and more information is forthcoming.
A (what happened) at (location) involving (who) occurred today at (time). The incident is under investigation and more information is forthcoming.
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For instance:3n |)d2u DKq
An explosion at 1210 Market Street, the main plant for the Acme Toy Company occurred today at 3 p.m. The incident is under investigation and more information is forthcoming.-W~S B!U&l `
`:vRaV'x;`
You could put down a definitive time for the next news conference or release of information if you know it but it is not necessary. This will not solve your problems, but may buy you enough time to prepare for the next news conference or release.
You could also add information if it is available such as how many casualty's there are known up to this point or any other pertinent information available. Once again, this information should be definitive and not speculative, verify everything you say. This will help your credibility in the long run. $~v\]_
Collateral Materials
Information brochures or fact sheets about the company or the area in which the crisis has occurred are helpful in informing the reporters or anyone else seeking information about the company.D&g,b-Q1_Gg3}n
In some cases it might be necessary to create materials that explain technical systems or in-house procedures. If we explain how a technical system or in-house procedure works and point out where a breakdown occurred, there is less chance of a reporter interpreting the situation erroneously.
If one is not already in place a generic fact sheet about the company should be created and made available.
Always do what you can to make a complicated issue as simple as you can for reporters. If the crisis was caused by a piece of equipment consider bringing in a similar piece of equipment to show reporters. At the very least provide a schematic or drawing. If you give them a visual that may keep them from seeking one out themselves. Try not to use the actual piece of equipment that failed since that is morbid and allows an opportunity to an over zealous reporter to do some yellow journalism. It may also me traumatic to the relatives of victims.
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Key Audiences
Below is a list of publics served by many public affairs or communications departments. When you are working on a crisis consider what the most effective method of communication would be for each group. Ensure that you communicate with each group that is part of your audience.k*mzBm:P5v-]"M
Employees: management, hourly/prospective/salaried employees, families, Union members, and Retirees$c }i*I Y1? ZJ
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Community where employees live, neighborhood coalitions, community organizations, plant locations, Chambers of Commerce
Customer:$[8Q6Pd G Z+L ^
Geographical,z }&Y5F[*H5wkB
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Local, regional, national, and international
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Functional:sJ7ep3`/t5Fr\
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Distributors, jobbers, wholesalers, retailers, and consumers-H M j+_ B3}A-j1y~
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Industrial/Business
Suppliers, teaming partners, competitors, professional societies, subcontractors, joint ventures, and trade associations
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Media:
General, local national and international; foreign trade; specialized
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Academia
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Trustees, regents, directors, financial supporters, students, prospects, administration, faculty and staff, alumni0I5^:r Z{&K5X2|I
Investment/Financial:
Analysts - buy and sell side, institutional holders, shareholders, bankers - commercial and investment, stock brokers, portfolio managers, potential investorsM[^;Y,zE;R,x e
Governmental:U ~.m G| c"O^9V
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Geographical
Local, state, regional, national, international(L1F*c9tBr@ ]
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Functional
Legislative, regulatory, executive, and judicial4}*E c;Q.oG u$E
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Special Interests b1iZ(Z'|%o!VS p!x @
Environmental, safety, handicapped/disabled, minority, think tanks, consumer, health, senior citizens, and religious.
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Contact Logn!t @ x N
A log should be established to record all telephone calls from the media or other parties inquiring about the crisis. This will help to ensure that the many callbacks required are not overlooked. It will also assist in the post-crisis analysis.4xB/g5`}'m`3u6B
The contact log should contain the following information:
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Date | Name of caller | Questions(s) asked | Telephone number V,G)k@D&m`0y'R_
Person responsible for response | Additional follow-up needs1v7ybf\HbP X
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[Back to the top] ,d8[lX9v#l*~ s q J(a
Speaker Presentations
CHECKLIST OF DO'S AND DON'TS
The Do's
When preparing to give a speech,iu Rv'|
- Use a full script with LARGE TYPE for easy reading.
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- Leave wide margin for notes to yourself.
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- Leave pages unstapled for easier handling at podium.
- Highlight and mark your script to guide your delivery.1XHLWR#g E|e8R \
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- Time your presentation to fit the program schedule of the group you will address.e1m8]'D/{ D'e:H
- Practice: Read it aloud using a mirror and tape recorder until it sounds like you are talking, not reading.
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- Be sure you have the facts about your audience-size, contact person's name, facility, etc.
- Based on your audience and your presentation, determine what, if any, equipment you will use. If you are not familiar with the equipment, contact the Communications Department to arrange a briefing on how to use slide projectors, video players, or overhead equipment.4_'v7](R qyP3dk
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When you arrive at your engagement,aU])H s vd
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- Be at least 15 minutes early.s"J E HS j:f
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- Check equipment in advance if possible.+ly ?t nJP/k
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Slides:
- Be sure slides are in correct order and clearly focused.
- Be sure slide advance mechanism is convenient to you where you are speaking, or arrange for someone else to advance the slides.vG)DN0NXg,[a
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- Check the lighting in the room to be sure the slides will be visible to the audience.(l(OH([{8gzd1L
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- Check microphone (whether it is free standing or lavaliere) before beginning- "Can you hear me?"^qt { ZV
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- Check lighting to podium to be sure you can read.
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Overhead Transparencies:DO%\p+G,\
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-Be sure the type of room and size of crowd are appropriate for the use of overhead equipment.
-Be sure the words/graphics are large enough for people to read.
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- Check to be sure you are situated correctly in the room with the overhead projector, screen, microphone and audience.
FE/S:S J;Gn ` N S
When you are speaking,
- Stand erect and direct voice toward audience.$TX;a$x f^:a:P G
- Speak loudly, slowly and distinctly.9| c&} |@ H
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- Establish eye contact (or appear to do so) with audience from time to time.-k:h4_ } R]pI N
- Stay within the allotted presentation time.
When you are answering questions,:J~@b gN
- Remain friendly, cool-headed and confident.
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- Answer only the questions asked and do so as succinctly and clearly as possible.
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- Remember that you do not always have to know everything. You can say "I will have to check that out for you--please see me after the meeting.
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- Avoid allowing one person to dominate the questions by moving on: "Thank you for your interest. I'll be glad to talk to you about your concerns after the meeting. Right now let's see if anyone else has questions for the group.|hPJ['a+w]'u
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When you are finished with your presentation,!M/c gj Hq\
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- Remain long enough to give individuals an opportunity to talk with you.
- See to it that arrangements are made for distributing information materials to the group, if requested/appropriate.&d!|R8qH
The Don'ts:
S3M%}i9h
When preparing to give a speech,&ewT7^ ua7S A4T;b
- Assume that you can "wing it"-- almost no one can.
- Decide you are better "off the cuff"--almost no one is.%}` U M"ilBjT
K2G'dt9f&r
- Use type that is too small to read with a dim light and margins too narrow for notes.1p~gf/F gt5s%pi
8I+X5y2uC)Q5C
- Leave too little time to practice adequately.%p't;L{;|
When you arrive at your engagement, J:~b's/xBuJ
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- Be late.j0a#Mk~S4w5A
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- Forget the group's contact person's name.ysD)f8o-M.u
- Fail to check your equipment.
When you are speaking
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- Mumble your remarks to the podium.
- Speak to loudly into the microphone.
- Allow yourself to wander away from your prepared text.
- Tell an unprepared anecdote or joke, or make "top of mind" remarks.I2m.S@+c"t"\
x-g Q ME`
- Speak longer than time allotted.S!s$X wj e,?#u
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When you are answering questions,ln/f b ?+C
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- Become defensive or emotional.0qw:o#K&p
- Assume that tough questions are personal.8w0tC `!Pl
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- Answer more than the question itself.
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- Allow one person to dominate the question period. W Q;l7H`[i c
Handling Media Interviewss e _0WS5h
Tips and Guidelines
How To prepare for Broadcast Interviews\L([*j8VQ&h~
- Prepare "talking paper" on primary points you want to make.Im h%F{(F
]7y(u|T1]6N
- Anticipate questions--prepare responses.
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- Practice answering questions.
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- Cover controversial areas ahead of time.
- Know who will be interviewing you, if possible.V0d k5P MQ/L p
- Determine how much time is available.~qFR B'^0F Dt/_
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- Audiences often remember impressions, not facts.
Do's and Don'ts During the Interview process}|T@#UJ \ Y3g{"M
- Do build bridges.
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- Do use specifics.
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- Do use analogies.o"}h [a"W"]o
- Do use contrasts, comparisons.#Gu1@F:}4N5K0U
- Do be enthusiastic/animated."Gf%|9\z%x1Io
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- Do be your casual likable self.Y Uu1[ k H
- Do be a listener.6U-{^ [(Oj%r
- Do be cool. n.^ chn_2w~
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- Do be correct.
- Do be anecdotal.
- If you don't have the answer or can't answer, do admit it and move on to another topic.
- Don't fall for that "A or B" dilemma. @ D'F QR C
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- Don't accept "what if" questions.
V/ac%DN t%i YV7@
- Don't accept "laundry list" questions.
- Don't go off the record. Al9y Hu[|
- Don't think you have to answer every question. F%W.j w})w,f
- Don't speak for someone else --beware of the absent-party trap.
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How To Handle Yourself During A TV Talk Show Interview
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- Talk "over " lavaliere mike.
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- Audio check-- use regular voice.*Q1U~ H;x mt_
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- If makeup is offered, use it. _v R ] s
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- Sit far back in the chair, back erect...but lean forward to appear enthusiastic and force yourself to use hands.
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- Remember... TV will frame your face--be calm, use high hand gestures, if possible. Z*Q+tD$bV
- Keep eyes on interviewer-- not on camera.v F%`*P1y G%m5yn
- Smile, be friendly.
Tips On Appearance{l6b3u&Ky
- Avoid wearing pronounced strips, checks or small patterns.
- Grey, brown, blue or mixed colored suits/dressed are best.
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- Grey, light-blue, off-white or pastel shirts or blouses are best.8B/dO0wZ h xo
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- Avoid having hair cut right before interview.
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How To Respond During A Newspaper Interview
,I"Q~4w,?r w c4b a^
- Obtain advanced knowledge of interview topics."O&Y@\'|cv Y YJn
- Make sure you are prepared in detail; print reporters are often more knowledgeable than broadcast reporters and my ask more detailed questions.
- Begin the interview by making your point in statement by making your major points in statement form.4?O+Z9xn r
- Try to maintain control of the interview .[DDD m'T l9U
,B){j'f d0^
- Don't let reporter wear you down.
- Set a time limit in advance.s|j?!x q(l
- Don't let so relaxed that you say something you wish you hadn't.
7h(k8OQjK%fz
- Avoid jargon or professional expressions.5yT\*b8r
- Reporter may repeat self in different ways to gain information you may no want to give.
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- Don't answer inappropriate questions; simply say it is "not an appropriate topic for you to address at this time," or "it's proprietary" for example.8q^$}#Q"l-c |&n5t v
- Be prepared for interruptions with questions...it is legitimate for reporters to do that. J9NU/l X
- Do not speak "off the record." B4J*Ho4A"I/?1h1a'T
- Remember, the interview lasts as long as a reporter is there.
After The Interview-Hh J8AqgG4M3r
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- You can ask to check technical points, but do not ask to see advance copy of the story.
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- Never try to go over reporter's head to stop a story.
- Do not send gifts to reporters--it is considered unethical for them to accept them. &Rft1LZ/| jRt
!I [ qc t R f
:f:_ Wm n'z
Recommended Books and Web Sites
1. "Crisis in Organizations: Managing and Communicating in the Heat of Crisis," by Laurence Barton.
2. "You'd Better Have a Hose if You Want to Put Out the Fire: The Complete Guide to Crisis and Risk Communications," by Rene A. Henry.
Warning letter(警告信案例)
This letter is written for the warning of a unionized employee in Canada. Follow the links on the left or at the bottom to see sample termination (both union and non-union) and warning letters. This sample warning letter is provided without any warranty and is not intended as professional advice. Use at your own risk.(UD0u\*`'P/x6K~5cD.d nH9HysH Z
'q8j9@ Re8c'Q._ ^
John Doe'j,W&_6i'E*x(E4U
C/o Employers AddressDfs5V4f
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Dear John Doe:@q'X3Ew)h8n`
Re: Written Warning_~;Q}/ep:?:u
)u'} R!M"s)Z b h(i)x5i
In accordance with Article 99 of the collective agreement, this letter serves as a written warning for a verbal altercation that occurred between you and Mary Beth this morning at about 10 o’clock a.m. in the hallway outside of her office. After asking Mary Beth to collate a report, you returned an hour later to find it was not complete. You swore at her, saying, “Shit, I just asked you to do one little thing.”
d0x4\"G'J8V%G
After receiving the complaint, I called you into my office and requested you bring a shop steward. Rita Pita, you and I were present. I asked you if you had said the words I quoted to you above. You said that you were upset at Mary Beth’s lack of time management skills, but did not swear at her. I asked if you were at all rude or threatening towards Mary Beth, and you denied that you were. I ended our meeting by saying that I might need to ask you more questions later.
Interviewing Donald Smith this morning at 11 o’clock a.m., I discovered that Donald overheard you saying the words Mary Beth claimed you said. He agreed that you were angry and your tone was loud and threatening. Donald was in the office next to yours when he overheard your altercation with Mary Beth.
At noon, I asked you and your shop steward, Rita Pita, to return to my office. I confronted you with the words of Donald Smith, and you agreed that you might have said something in an angry tone, but that you did not recall the exact words. You agreed it was possible you might have said those words. I asked you if you had any explanation for your behaviour, and you stated that you had been having some personal difficulties with your spouse, but you did not elaborate. You said there were no “real personal problems” between you and Mary Beth.
%Y i {4Qk UguJ
I have decided to give you a written warning for your misconduct. You were previously given a verbal warning for yelling and swearing at Mary Beth on October 31 of this year. At that time, I told you that you were expected to treat your co-workers with respect, particularly those who you supervise. You were warned that repeated incidents of such behaviour would lead to further discipline. You have again failed to follow my direction, and I have no choice but to impose this written warning against you. This letter will be entered into your personnel file for two years from today’s date, in accordance with Article 99.2.
9n8n.E r)yj4O
Once again, I must take this opportunity to remind you that any future repetition of disrespect or swearing towards co-workers will lead to further discipline, up to and including dismissal. Also, I am instructing you to bring all conflicts between you and Mary Beth to my attention, immediately. You will also immediately begin treating Mary Beth, and other colleagues, in a respectful manner. You will not swear at anyone in the office or while on work time.
i"R Q[A xZ)b I U
If there are any personal concerns you wish to talk to me about, please feel free to contact me. In addition, our insurance carrier, provides coverage for professional and confidential counselling, which you may decide to take advantage of.
\3CD"TS
Sincerely,
Rebecca Arnoldl`I;y'C
Communications Director s3a| @-?;y/x-g
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cc. Union Local (Names of Shop Stewards)v}z L(q2Z/Oq
cc. Personnel File of John Doe
SAMPLE WRITTEN WARNING (RELATING TO ATTENDANCE)与考勤有关的警告信案例
SAMPLE WRITTEN WARNING (RELATING TO ATTENDANCE) \5X k(x5Q7~0\,G p'RO"h7_r W
UF5Z*r OF+\C
--------------------------------------------------------------------------------[P+n*A u3z"a$Y|]
Mike Reed
Custodian
DRL @.q)g,ld _(s/N
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Dear Mr. Reed: !n w!j|1o
Please consider this a letter of warning concerning your continuing attendance problems. Your uneven attendance is beginning to affect other parts of your job, making improvement even more essential. Attendance records indicate that since ________________, you have used a total of ______ days on _______ occasions. ______ occasions were in conjunction with weekends.
As I noted in our meeting on ____________, your continued absenteeism is of serious concern. Despite our mutual efforts you have failed to achieve a level of good attendance.
This letter shall serve as a written warning, that if excessive sick leave usage continues, you will be placed on a medical certificate requirement. You may also receive a less than good rating on your performance appraisal in the area of "attendance". We hope that this letter, which will be placed in your personnel file, provides the incentive for you to improve your sick leave usage.
#p3R#l _H'{
Your good health and presence on the job are very important to us and are essential for the smooth operation of the department. 8[U w&T IG;hup
Sincerely, 7P(G9nX)a|
Supervisor -OGOjLH%Y^
{ qy4mMb7K GR2k
__________________________________________
Employee or Representative's Signature
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___________________ bg!i G6W Q.f
Date o\S l t'b1}_N g h
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cc: Personnel File %v&n(pe"Vd
Labor Relations %@gz9oOQ
Department File
TERMINATION LETTER（解职信）
name, address, date, referenceDear Mr/Ms/etc .........
:C(V/p2L{i+^9Ps4H
Further to our meeting of (date) I (regretfully) confirm that your employment with us is terminated with effect from (date)/with immediate effect.
As stated at our meeting the reason(s) for terminating your employment with us is/are as follows: | _ w8C!DtB _W5e @
(Employer must clearly state reasons - transgressions and relevant policies if applicable) q f(J.r1db'B
(Employer must clearly state previous warnings, informal, formal, written etc., and circumstances and person's response and subsequent behaviour/performance for each warning.)
(Clearly state requirements regarding return of documentation, equipment, car, submission of final expenses claims, and any other leaving administration issues.) .K'C ry3E%l6k
(Clearly state actual leaving date, requirement or otherwise to serve period of notice, holiday pay, and other pay and pension details.)jOmm!ofvC I:u%J
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(Clearly state the position regarding the employee's right of appeal, and state the appeal process and timescales.) _RU#`~]6u#|)K vX
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(Optional sign-off, for example: Thank you for your past efforts and all the best for your future endeavours.) x3Mb iS
Yours, etc. 5s-~2m r B i d ]
]jgx5E*j/{:q
name and position
(Optionally and recommended: attach, at the foot of the letter refer to, a copy of your written disciplinary process, and also attach and refer to copies of written/printed evidence gathered during the employee's case. This enables employees to understand clearly the case against them, and also the process and their rights during the disciplinary process, which are central to the principles of the employment dispute regulations.) -VoZ.{3P ~*kD%Wy/Q
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(Optional section at foot of letter, requiring person to sign, confirming receipt of the letter and any attachment(s), by way of returning a signed copy of this letter.)
TERMINATION LETTER
TEMPLATE TERMINATION LETTERPERSONAL & CONFIDENTIAL
Date
Dr. xxxxx)[)m G*P s_
Address – lab location or home+^ n!f5D f d(c7f
+_c~1S3cM
Dear Dr. xxxxx: \Tc8kA v
As a result of laboratory organizational changes under Dr. xxxxx, (reword as appropriate) this letter constitutes two months’ notice of termination as required under the University of Toronto’s “Policy for Post doctoral Fellows”, Termination clause. The termination of your engagement is effective, end of day, (enter date.)
1) At this time, you will continue to be paid your monthly stipend of $amount until date.
2) As a Postdoctoral Fellow you are not eligible for a vacation entitlement and therefore no vacation buyout will be offered or given.
3) You will continue to be responsible for your taxes and statutory deductions, as applicable.*]2Y&LKm$o k [%r
4) In accordance with U of T's Inventions Policy, you will disclose all intellectual property that you have created under existing funding (research contracts or grants, salary support, etc.) up to and including the effective date of your termination. This obligation will survive the termination of your engagement at U of T. ^r8w:A,E J{
5) Please return keys, access passes and close e-mail and computer access accounts.
6) Please leave a forwarding address for your mail and tax slips with the Business Officer.
#fR Bh$O(p
If you have any questions regarding this termination of engagement, please do not hesitate to contact name of Business Officer or Chair at the Dept or Unit department office.
We thank you for your participation in the research activities of the Dept / Lab and wish you well in your future endeavours.
Sincerely, b*V:KJ'~w+rV
Remove any items (above) if considered not appropriate, and especially check that item 4 is relevant.
Congratulation letter(祝贺信)
Congratulation letter a'S^L8h$f(print Congratulations Letter on business or personal stationery, as appropriate)$H[:wU:my3Q#k6V
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June 25, 2006,
9b K)o'ZI
Tiger Wang
620 Huan Shi Rd. Centralf]7s$s h)s!R.f
Dear Mary:Unt$y-V^z3|o W7@
On behalf of everyone here at Star Resorts Ltd., I would like to sincerely congratulate you on your recent graduation from Mountain State University with your MBA(Marketing).j0VN Em|(Q
:y$S{.{ ]Y7lI1T6Z
I must say that I was not surprised to read of your success in the newspaper. During your first of four seminars as an employee at our Lakeland Family Resort, I noted how bright you are and how you have a very quick mind for business. Combine those attributes with your relentless work ethic and commitment to quality customer service, and it is obvious that you have a wide-open future ahead of you. I can only hope that your experience working with us contributed in some small way to your success.
S3W[ o4@-|t.^E3CV(G
On behalf of the management and staff at Star Resorts I wish you all the best in your future career and life endeavors, whatever they may be.
Yours sincerely,
'J DF {5Q|g
Tiger Wang H/L8D+c8m'C
President and CEO
欢迎词与欢送辞
11、欢迎词6z-uQ6j'T T T4aI am Seabow,president of this company. [&\Y?|L
First,I would like to express to all of you here our sincere welcome.
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As you all know,our company is one of the big names and has a long tradition.I think you must be proud of being a part of such a great company.But we cannot afford to depend on tradition alone.We need new blood like you to make our company greater and stronger.You are equipped with new knowledge,new ideas and new insights.Donot waste them,but use them while they are flesh.
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I want you to work,but not just for our company.I want you to work for yourself,and for the well-being of the society. 9v"M:S,] x b;`&eu
I would like to welcome you once again,and from today,let us begin to work togetherC n!u#ec H8a
12、欢送辞职员工之-------欢送辞
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Today is one of the happiest and saddest days in my life.I am very happy that Mr.Jones has been promoted to the director of the Los Angeles branch.However,I am very sad that he has to leave us behind.
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As you know,for the past five years Mr. Jones has been with us,he has always been our pride,with his talent,abilities,and warm personality.He always made an extra effort to adapt himself to the Chinese way of life and business. ? B O0U$^&e j@ Gc
Indeed,his absence from this office is a big loss,but it will definitely be a great gain for the Los Angeles office. !q-p,Y'B!~4|!s4f!^uV
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Mr.jones,we are going to miss you very much and we all wish you the very best of luck in your future.
RENEWAL CONTRACT NOTICE
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To
: Mr./Ms. Immediate Supervisor
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Subject: Intention To Renew the Labor Relationship with Employee ________ Based on Labor Contract
Upon both party's agreement, Employee ____________ and PX China signed Labor Contract which was effective from Date/Month/Year and will expire on Date/Month/Year.x}.l E)g1u`%Q N
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Now, we would like you and the employee who is under your leadership answer the following questions and sign your names hereinafter, then return it to HR. If both of you agree to renew the Labor Contract with PX China, HR will provide you an official document.
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For Employee's Immediate Supervisor fl!Q|YgPo
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Would you like to renew the Labor Contract with the employee?
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specify the reasons..K4I Nz z.`3d%W
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_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
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Immediate Supervisor (Signature), Date"A'`p{qF4I"?
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For Employee#| }8Z&Vp4@
Would you like to renew the Labor Contract with PX China? rel.K p9N+ej
If not”, please specify the reasons.
_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
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Employee (Signature), Date
Offer Letter
Mr. xxxxxxxxxxx 6JsB'a*Hv[,g1^7Fn hPermanent Address: sK%~)VH-P&D
xxxxxxxxxxxxxx.
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Offer Letter &?9] jb(KPa/W
Dear Sir,
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With reference to your application and subsequent interview, we are pleased to offer you the job for the post of ‘xxxxxxxx’ in our company, at xxxxxx Branch.
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The detailed appointment letter will be given to you at the time of joining. You have to join on or before 27-11-06 otherwise this offer will stand withdrawn automatically.
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You will be paid salary as discussed with the undersigned.tK3h Yfeu b+V$qq
You are requested to bring attested copies along with the original certificates/ testimonials at the time of joining the following:;wI(F#eE
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Educational certificates"a,E VM3?#h
Experience certificates from previous employers Y2c~7S@%gmz|~
Copy of resignation / acceptance letter and relieving letter7BI j"[K7H*Jf
Three pass port Size photographs,E x;N&c XP8Q!z g0HF
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Medical fitness certificate
Please contact Ms.xxxxxx in case you require any accommodation or transport facilities so that arrangements will be made for you prior to your reaching to the place here. sP#UM B\ l s4UJ
Please send us an e-mail/ telegram confirming the receipt of this offer letter as a token of acceptance of terms and conditions mentioned therein.
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Thanking You, Y L D/_H8WW^f^
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FOR xxxxxxxxxxxxx
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HR Head 一直想学习一下相关人资的英语,可没看到相关的书,看到楼主发这个真的感觉长见识了不过就是售价太高了,下载不了555555 呵呵，强呀 厉害，学习啦
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