natgillin/translations-raw huggingface dataset:
The appraisal form used includes the following fields: (i) a review of the appraisee's performance, as measured against the tasks and objectives set in the prior year’s appraisal; (ii) an overall assessment of performance in accordance with ECB values; (iii) a review of the skill level as measured against the ECB competencies; (iv) setting of the tasks and objectives for the period ahead; (v) a training and development section; (vi) a section which includes summaries of the comments of the two appraisers; and (vii) a section for the appraisee’s comments. 
Ocenjevalni obrazec, ki se uporablja, vsebuje naslednje: (i) pregled uspešnosti ocenjevanca glede na naloge in cilje, določene pri ocenjevanju za prejšnje leto, (ii) splošno oceno uspešnosti v skladu z vred­ notami ECB, (iii) pregled spretnosti in znanj glede na usposobljenost, ki jo zahteva ECB, (iv) določitev nalog in ciljev za naslednje obdobje, (v) razdelek o usposabljanju in razvoju, (vi) razdelek s povzetimi pripombami obeh ocenjevalcev ter (vii) razdelek s pripombami ocenjevanca.
TheCourt’sanalysisoftheappraisalproceduresnoted the following: (a) the system is sufficiently comprehensive and the guide clearly describes the process; (b) the system facilitates the provision of balanced feedback since: (i) each appraisee needs to be assessed by at least two appraisers and where appropriate input from another appraiser is sought; and (ii) multi-source feedback of the managers’ performance is to be carried out every 3 to 4 years; (c) the section of the appraisal on how the appraisee has lived up to ECB values in his/her daily work is theoretical and does not provide particularly valuable information which could contribute to the appraisal and development of the individual staff member; and (d) there was an inconsistent use of three sub-sections within the ‘training and development’ section of the appraisal form. 
Sodišče je pri analizi postopkov za ocenjevanje ugotovilo naslednje: (a) sistem je dovolj izčrpen in proces je jasno opisan v priroč­ niku; (b) sistem lajša zagotavljanje uravnoteženih povratnih infor­ macij, ker: (i) morata vsakega ocenjevanca oceniti vsaj dva ocenjevalca, kjer je ustrezno, pa mnenje prispeva še en ocenjevalec, in (ii) se vsaka tri do štiri leta iz več virov zberejo povratne informacije o uspešnosti vodstvenih kadrov; (c) razdelek z oceno o ocenjevančevem upoštevanju vrednot ECB pri vsakodnevnem delu je teoretičen in ne zagotavlja pretirano koristnih informacij, ki bi lahko prispevale k oceni in razvoju posameznega uslužbenca, ter (d) trije podrazdelki v razdelku o usposabljanju in razvoju ocenjevalnega obrazca se niso uporabljali dosledno.
Individual staff appraisals 29. 
Posamezne ocene uslužbencev 29.
The provisions of the Guide should be consistently applied by all Business Areas in order to ensure a uniform approach and fair assessment of all staff. 
Dosledno bi jih morala uporabljati vsa poslovna področja, da se zagotovita enoten pristop in pošteno ocenjevanje vseh uslužbencev.
Box Assessment methods employed in the recruitment campaigns — Pre-screening/short-listing — Written test — Reference checking — Interview with the selection committee — External assessment of managerial skills — Interview with a Member of the Executive Board 23. 
Okvir Ocenjevalne metode, uporabljene v zaposlitvenih kampanjah — predizbor/uvrstitev na ožji seznam — pisni preizkus — preverjanje priporočil — razgovor z izbirno komisijo — zunanja ocena vodstvenih sposobnosti — razgovor s članom Izvršilnega odbora 23.
Therecruitmentcampaignsexaminedwerecarriedoutin a timely manner. 
Pregledane zaposlitvene kampanje so bile izvedene pravočasno.
The decisions made at each stage of the process were justified in the selection memorandum. 
Odločitve, sprejete v vsaki fazi procesa, so bile utemeljene v izbirnem memorandumu.
However, the memoranda examined included only a narrative assessment and frequently did not make explicit reference to any scores obtained. 
Vendar so pregledani memorandumi vsebovali le opisne ocene in se pogosto niso izrecno sklicevali na kakršne koli pridobljene točke.
Even though the candidates selected had the required experience and qualifications, in most cases it was difficult to track how exactly candidates had been short-listed and selected. 
Čeprav so izbrani kandidati imeli zahtevane izkušnje in kvalifikacije, je bilo v večini primerov težko ugotoviti, po kakšnih merilih so se uvrstili na ožji seznam in bili izbrani.
The assessments of the written tests and interviews with the candidates were mostly descriptive and often no ranking tables were produced to compare the assessment of each candidate. 
Ocene pisnih preizkusov in razgovorov s kandidati so bile večinoma opisne in pogosto ni bila dodana lestvica, s pomočjo katere bi bilo mogoče primerjati ocene vseh kandidatov.
Inthecampaignswherereferencecheckswerecarried out, the outcome of the checks was not always documented in the recruitment file nor was there evidence that the outcomes of the checks were systematically discussed by the selection committee. 
Prikampanjah,vkaterihsejeuporabljalopreverjanje priporočil, izidi preverjanja niso bili vedno dokumentirani v zaposlitvenem dosjeju kandidata, prav tako pa ni bilo dokazov, da je izbirna komisija sistematično razpravljala o njih.
Were the ECB staff performance appraisals, career devel­ opment and training policies and procedures adequate? 
Ali je ECB ustrezno ocenjevala uspešnost uslužbencev ter imela ustrezne politike in postopke za poklicni razvoj in uspo­ sabljanje?
TheCourtassessedwhethertheECBhad: — established comprehensive and clear staff performance appraisal procedures and whether these were applied consistently, — established adequate career development policies, and 
Sodišče je ocenilo, ali je ECB: — določila podrobne in jasne postopke za ocenjevanje uspeš­ nosti uslužbencev ter jih dosledno uporabljala, — določila ustrezne politike za poklicni razvoj ter
EN C 31/6 Official Journal of the European Union 29.1.2011 30. 
SL C 31/6 Uradni list Evropske unije 29.1.2011 30.
The testing of the selected individual appraisals from the Business Areas showed that: (a) the individual staff appraisals are generally carried out in compliance with the provisions of the guide; (b) the quality of the appraisals differs depending on the indi­ viduals conducting the appraisal exercise; (c) only 48 % of the 2009 appraisals have been completed by the end of January 2010, despite the fact that all Business Areas had a Key Performance Indicator (KPI) of 100 % completion; (d) in a large number of cases the objectives set were vague and not readily measurable(1), with the exception of the Business Area DG Market Operations (DG-M); (e) no specific areas of improvement were identified; and (f) other weaknesses in individual staff appraisals were noted, for instance, appraisals for which objectives were not set or training needs were not sufficiently identified. 
Preizkušanje izbranih ocen posameznih uslužbencev s poslovnih področij je pokazalo: (a) da so posamezne ocene uslužbencev običajno izvedene v skladu z določbami priročnika; (b) da je kakovost ocen različna in odvisna od posameznikov, ki opravijo ocenjevanje; (c) da je bilo do konca januarja 2010 končanih le 48 % ocen za leto 2009, čeprav so imela vsa poslovna področja ključni kazalnik uspešnosti (KPI) dosežen 100-odstotno; (d) da so bili cilji, ki so bili določeni, v številnih primerih ohlapni in težko merljivi (1), z izjemo poslovnega področja Generalni direktorat za tržne operacije (DG-M); (e) določena niso bila nobena specifična področja, kjer so potrebne izboljšave, ter (f) druge slabosti v ocenah posameznih uslužbencev, npr. ocene, pri katerih niso bili določeni cilji ali niso bile dovolj dobro opredeljene potrebe po usposabljanju.
Career development 31. 
Poklicni razvoj 31.
TheCourtreviewedthecareerdevelopmentpoliciesand rules and selected a sample for testing for compliance with these policies and rules. 
Sodišče je pregledalo politike in pravila za poklicni razvoj ter izbralo vzorec, pri katerem je preizkusilo skladnost s temi politikami in pravili.
Staff development and addressing the demographic challenge (2) are amongst the ECB’s priorities mentioned in the President’s 2009 letter (3). 
Poklicnirazvojuslužbencevinobravnavanjedemograf­ skega izziva (2) sta med prednostnimi nalogami ECB, omenje­ nimi v pismu predsednika iz leta 2009 (3).
In accordance with the ECB’s strategy, one of the key policies of recent years has been headcount neutrality. 
V skladu s strategijo ECB je bila v zadnjih letih ena od ključnih politik ohranjanje skupnega števila zaposlenih.
The demographic challenge, in combi­ nation with headcount neutrality, constitutes the main constraint on staff career progression at the ECB. 
Demografski izziv skupaj z ohra­ njanjem skupnega števila zaposlenih pomeni glavno omejitev za poklicno napredovanje v ECB.
It was noted that while the staff headcount increased by 3 %, there has been a substantial increase in the non-headcount staff (from 154 in 2006 to 254 in 2009). 
Opaženo je bilo, da se je skupno število zaposlenih povečalo za 3 %, število drugih uslužbencev pa znatno (s 154 leta 2006 na 254 leta 2009).
While ECB fosters mobility (4) and provides necessary training, it is up to the staff member to make use of these (1) For example: contribute to continuing good relations with clients in other business areas, contribute through coaching of staff to high quality services, work on KPIs, draft contracts of a complex legal nature, participate in procurement procedure for a contract. 
Čeprav ECB podpira mobilnost (4) in zagotavlja potrebno usposabljanje, je odvisno od uslužbenca, ali bo te priložnosti (1) Na primer: prispevati k nadaljnjim dobrim odnosom s strankami na drugih poslovnih področjih, prispevati k zagotavljanju visokokako­ vostnih storitev z usposabljanjem uslužbencev, delo v zvezi s ključ­ nimi kazalniki uspešnosti, sestavljati pogodbe zapletene pravne narave, sodelovati v postopku oddaje javnega naročila za pogodbo.
(2) More than half of the ECB’s staff are between the age of 35 and 45, while the vast majority of managers and advisers are younger than 54. 
(2) Več kot polovica uslužbencev ECB je starih od 35 do 45 let, velika večina vodstvenih kadrov in svetovalcev pa je mlajših od 54 let.
This implies that there is a high number of staff in a relatively narrow age bracket who will have similar career expectations. 
To pomeni, da je veliko število uslužbencev v relativno majhni starostni skupini in imajo podobna poklicna pričakovanja.
(3) The President's letter which is issued annually sets the strategic objectives of the ECB for the future year. 
(3) Pismo predsednika je objavljeno vsako leto in določa strateške cilje ECB za naslednje leto.
(4) There are two types of mobility: internal and external. 
(4) Sta dve vrsti mobilnosti, notranja in zunanja.
Internal mobility may be permanent or temporary; it might be at the same salary level or combined with promotion; external mobility may be paid fully by the bank or may involve a temporary suspension of the employment contract with the ECB. opportunities and to shape their careers. 
Notranja mobilnost je lahko stalna ali začasna: z enako plačo ali združena z napredova­ njem. Zunanjo mobilnost lahko v celoti plača banka ali pa se pogodba o zaposlitvi z ECB začasno zamrzne. izkoristil in izoblikoval svojo poklicno pot.
There are no pre-defined career paths and there is no automatic career progression. 
Ni vnaprej določenih poklicnih poti in samodejnega poklicnega napredo­ vanja.
According to the ECB’s administrative circular on promotions and additional salary advancement, a member of staff could be promoted only following: — a selection procedure for a vacant position (recruitment or direct appointment), — a conversion of a position (e.g. an upgrade), and — a decision to grant him/her an Additional Salary Advancement (ASA). 
VskladuzupravnookrožnicoECBonapredovanjihin dodatnih zvišanjih plač je lahko uslužbenec napredoval le po: — izbirnem postopku za prosto delovno mesto (zaposlovanje ali neposredno imenovanje), — spremembi naziva delovnega mesta (npr. v višjega) ter — sklepu o odobritvi dodatnega plačnega napredovanja (ASA).
In addition to the options described in the paragraph above, there is the Annual Salary and Bonus Review (ASBR). 
Poleg opisanih možnosti obstaja tudi letni pregled plač in bonusov (ASBR).
The ECB’s reward policy has been created with the objective of rewarding an individual’s performance and achievement by linking their salary level to their contribution to the success of the ECB in achieving its objectives. 
Politika nagrajevanja v ECB je bila zasno­ vana za nagrajevanje uspešnosti in dosežkov posameznikov, tako da je raven njihove plače povezana z njihovim prispevkom k uspehu ECB pri doseganju njenih ciljev.
Staff members are eligible for two types of reward: salary increases and bonus awards. 
Uslužbenci so upra­ vičeni do dveh vrst nagrajevanja: povečanja plač in dodelitve bonusov.
Thefollowingwasnoted: (a) for the 2009 conversions of a position, a total of 55 requests were submitted from 12 Business Areas, the five cases selected by the ECB were well documented (5); (b) for a 2009 ASA, 11 out of the 17 proposals by the Business Areas were approved. 
Ugotovljenojebilonaslednje: (a) pri spremembah naziva delovnega mesta leta 2009 je 12 poslovnih področij poslalo skupno 55 zahtevkov, pet primerov, ki jih je izbrala ECB, pa je bilo dobro dokumen­ tiranih (5); (b) pri ASA leta 2009 je bilo odobrenih 11 od 17 predlogov poslovnih področij.
The four examined by the Court showed that the grounds for awarding an ASA were well documented (6); (c) for the ASBR, three Business Areas were selected for testing and a sample of 20 individual appraisals were reviewed. 
Pri štirih, ki jih je pregledalo Sodišče, je bila podlaga za odobritev tega napredovanja dobro doku­ mentirana (6); (c) pri ASBR so bila za preizkušanje izbrana tri poslovna področja in pregledan je bil vzorec z 20 posameznimi ocenami.
The ECB did not explicitly link the appraisal procedure and the ASBR since the bank manages the individual appraisal as a stand alone exercise, in contrast with the ASBR, which is a comparative exercise. 
ECB ni izrecno povezala ocenjevalnega postopka in ASBR, saj posamezne ocene obravnava ločeno, v nasprotju z ASBR, kjer se uporablja primerjanje.
The Court identified no apparent contradictions between the appraisals and the ASBR decisions. 
Sodišče ni našlo nobenih očitnih nasprotij med ocenami in odločit­ vami o ASBR.
However, no direct link was found either between a highly positive appraisal and the number of ASBR points awarded or a bonus; and (5) For each of the cases a request form had been completed, indicating the business justification, strategic alignments and organisational and/or managerial impact. 
Vendar ni bila ugotovljena nobena nepo­ sredna povezava med zelo pozitivnimi ocenami in številom dodeljenih točk pri ASBR ali bonusom ter (5) Pri vsakem je bil izpolnjen obrazec z zahtevkom ter na njem navedeni poslovna utemeljitev, strateška uskladitev in/ali učinek na vodstvo.
(6) For each case a summary of the long-term performance was made, a reason for the proposal was clearly explained, and staff appraisals were summarised. 
(6) V vseh primerih je bil narejen povzetek dolgoročne uspešnosti, jasno pojasnjen razlog za predlog in povzete ocene uslužbencev.
EN 29.1.2011 OfficialJournaloftheEuropeanUnion C31/7 (d) the decision on the ASBR is made by the management of the Business Areas. 
SL 29.1.2011 UradnilistEvropskeunije C31/7 (d) odločitev o ASBR sprejme vodstvo poslovnih področij.
However, their specific decisions on the percentages to be awarded to specific individuals are not documented and the results are only communicated to the individual concerned. 
Vendar njegove specifične odločitve o deležih, dodeljenih določenim posameznikom, niso dokumentirane, rezultati pa se sporočijo samo zadevnemu posamezniku.
Training 38. 
Usposabljanje 38.
Target oriented training should be provided, e.g. for newly recruited staff, managers and others with specific skills. 
Zagotoviti bi bilo treba ciljno usmerjeno usposab­ ljanje, npr. za nove uslužbence, vodstvene kadre in druge s posebnimi spretnostmi in znanji.
For all training programmes, evaluations should be carried out assessing the quality of the programmes provided. 
Za vse programe usposabljanja bi bilo treba izvesti vrednotenja z oceno kakovosti zagoto­ vljenih programov.
Information on training activities should be easily accessible to all staff and there should be a single point of information for all training events. 
Informacije o dejavnostih usposabljanja bi morale biti zlahka dostopne vsem uslužbencem in biti za vsa usposabljanja na voljo na enem mestu.
TherearetwotypesoftrainingattheECB:centralised and decentralised. 
ECBuporabljadvevrstiusposabljanja,centraliziranoin decentralizirano.
Centralised training is offered to all staff and is managed by the Directorate-General Human Resources, Budget and Organisation (DG-H) and DG Information Systems (DG-IS). 
Centraliziranega usposabljanja se lahko udele­ žijo vsi uslužbenci, upravljata pa ga Generalni direktorat za kadrovsko službo, proračun in organizacijo (DG-H) in Generalni direktorat za informacijske sisteme (DG-IS).
Decentralised training is organised by each Business Area mainly on specialised technical subjects. 
Decentralizirano usposabljanje organizira vsako poslovno področje predvsem za specializirane strokovne teme.
The audit included a review of the 2009 training programme and tested a sample of training activities from three Business Areas. 
Revizijajevsebovalapregledprogramausposabljanjaza leto 2009 in pri njej je bil preizkušen vzorec dejavnosti uspo­ sabljanja s treh poslovnih področij.
The results of the testing showed that: (a) sufficient induction training and other important information is provided to all newly recruited staff; (b) for the training activities tested, the feedback indicated that the training met the needs identified and the general assessment indicated satisfaction; (c) for decentralised training activities, which are decided and financed within each Business Area and represent approximately two thirds of the ECB’s training budget, there is no single point of information (1); and (d) there is little information sharing on decentralised training. 
Rezultati preizkušanja so pokazali: (a) novim uslužbencem se zagotovi zadostno uvajalno usposab­ ljanje in druge pomembne informacije; (b) pri preizkušenih dejavnostih usposabljanja so povratne informacije kazale, da je usposabljanje izpolnilo ugotovljene potrebe, splošna ocena uporabnikov pa, da so bili ti z njim zadovoljni; (c) pri dejavnostih decentraliziranega usposabljanja, o katerih odloča in jih financira vsako poslovno področje, namenjeni pa sta jim približno dve tretjini proračuna ECB za usposab­ ljanje, niso vse informacije na voljo na enem mestu (1) ter (d) pri decentraliziranem usposabljanju je malo izmenjave infor­ macij.
Back to office reports are submitted and saved in the Business Area concerned, but not shared with the other Business Areas. 
Poročila „po vrnitvi v pisarno“ (back to office reports) se predložijo zadevnemu poslovnemu področju, kjer se tudi shranijo, vendar se ne posredujejo drugim poslovnim področjem.
Did the ECB use tools to manage its human resources activities and address the information needs of both management and staff? 
Ali je ECB uporabljala orodja za upravljanje svojih kadrov­ skih dejavnosti in izpolnjevala potrebe vodstva in uslužbencev po informacijah?
Information systems used for the management of human resources Human resources information systems at the ECB 41. 
Informacijski sistemi za upravljanje človeških virov Informacijski sistemi za človeške vire v ECB 41.
Human resources data should be managed in an inte­ grated way in order to ensure a complete, reliable and (1) A single point of information exists for centralised training courses, e.g. what is available, how to apply, other organisational details, etc. consistent source of data for planning, monitoring and reporting on the human resources activities. 
Podatkeočloveškihvirihbibilotrebaupravljatiintegri­ rano, da se zagotovi celovit, zanesljiv in dosleden vir podatkov (1) Za centralizirane programe usposabljanja so vse informacije na voljo na enem mestu, npr. o tem, kateri tečaji so na voljo, kako se prijaviti nanje, o drugih organizacijskih podrobnostih itd. za načrtovanje in spremljanje kadrovskih dejavnosti ter poročanje o njih.
Part of human resources information (for example employment contracts), is processed and stored in the personnel hard copy files. 
Delpodatkovočloveškihvirih(naprimerpogodbeo zaposlitvi) se obdela in hrani v osebnih mapah v papirni obliki.
The ECB is in the process of imple­ menting digital personnel files. 
ECB se pripravlja na uvedbo uporabe digitalnih osebnih map.
Two main IT systems are used by the DG-H: ISIS and the e-recruitment system which is expected to be phased out in 2011. 
DG-H uporablja dva glavna informacijska sistema: ISIS in sistem e-zaposlovanja, ki bo po pričakovanjih leta 2011 postopoma ukinjen.
ISIS is a SAP-based software system which was introduced at the ECB in January 2008. 
ISIS je sistem programske opreme SAP, ki je bil v ECB uveden januarja 2008.
It had a significant impact on a number of tasks relating to human resources management. 
Pomembno je vplival na številne naloge v zvezi z upravljanjem človeških virov.
Several modules are already in use or being implemented. 
Več modulov je že v uporabi ali uvajanju.
ECB staff are responsible for the maintenance of their own personal data, such as their bank account details and personal information. 
Ti so odgovorni za vzdrževanje svojih osebnih podatkov, kot so podrobnosti o bančnem računu in osebni podatki.
Managing own personal data by staff has led to an improvement in data quality. 
S tem, da uslužbenci sami upravljajo svoje osebne podatke, se je kakovost podatkov povečala.
Attheendof2009,althoughtheISISsystemhad technically been operational since January 2008, no system ownership of the ISIS system had been assigned to a specific directorate. 
Čeprav je sistem ISIS tehnično operativen od januarja 2008, na koncu leta 2009 nobenemu posameznemu direkto­ ratu ni bilo dodeljeno lastništvo sistema.
The system was temporarily owned by the Project Steering Group. 
Začasno je bil v lasti projektne usmerjevalne skupine.
In addition, the service level agreement (SLA) had not been signed. 
Poleg tega ni bil podpisan dogovor o ravni storitev.
SLAs are common practice to define the level of service to be guaranteed to users of the information system by the operational support provider and to define the roles and responsibilities of the parties to the agreement. 
Ti dogovori so običajna praksa za opredeljevanje ravni storitve, ki jo uporabnikom informacijskega sistema zagotovi ponudnik operativne podpore, in za določanje vlog in odgovornosti strank dogovora.
Implementation of the human resources modules of the ISIS 45. 
Izvajanje modulov za človeške vire v sistemu ISIS 45.
All testing should be properly documented, reviewed and approved and form a part of the system documentation. 
Vse prever­ janje bi moralo biti pravilno dokumentirano, pregledano in odobreno ter biti del dokumentacije o sistemu.
Aftersuccessfultesting,thesystemshouldbereadyto migrate to the production environment. 
Po uspešnem preverjanju bi moral biti sistem pripravljen za prenos v produkcijsko okolje.
At this stage, the users should have developed procedures and been fully trained in the use of the new system. 
Na tej stopnji bi morali uporabniki razviti postopke in biti polno usposobljeni za uporabo novega sistema.
Following the implementation of the new system, a post implementation review should then be conducted to verify that the system has been properly designed and developed, and appropriate controls have been built into the system. 
Po začetku izvajanja novega sistema bi moral biti izveden pregled po izvedbi, da se preveri, ali je sistem pravilno zasnovan in razvit ter ali so bile vanj vgrajene ustrezne kontrole.