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Business
商業版塊
Bartleby: Talking it over
巴托比：好好談談
Is there a point to exit interviews?
離職談話有意義嗎？
“Do you feel your job description has changed since you were hired?”
“自從你被錄用以來，你是否覺得你的崗位職責發生了變化？”
“What prompted you to start looking for another position?”
“是什么讓你開始想換工作？”
Such questions are typical of the exit interview, to which an email from HR may invite you after you’ve handed in your notice.
這樣的問題在離職談話中很常見，在你遞交辭職信后，人力資源部可能會發電子郵件，請你參加離職談話。
Do you accept?
你愿意去嗎？
And if so, how honest should you be with your soon-to-be-ex-employer during the discussion?
愿意的話，在談話時，你應該對你的準前雇主多誠實呢？
Just like humans, corporate entities do not want to admit their faults.
就像人一樣，公司也不想承認自己的錯誤。
As such, many companies deal with resignations badly.
因此，許多公司都處理不好辭職問題。
Exit interviews may help them do better.
離職談話可能會有所助益。
More important, understanding why workers leave is critical if you want to stop more of them heading for the exit.
更重要的是，要想阻止更多員工離職，了解離職原因至關重要。
Recruiting and training top talent is a big cost for firms, particularly those in the service sector, so anything that can be done to reduce staff turnover is valuable.
招聘和培訓頂尖人才對公司來說是一筆巨大的成本，特別是那些服務行業的公司，所以任何可以降低員工流動率的事情都是有價值的。
Poaching is part of any competitive industry, so knowing what drew an employee to a different firm can be useful, too.
任何競爭激烈的行業都少不了挖墻腳，所以了解員工為什么會被別的公司挖墻腳也是很有用的。
Former employees who leave happy can in future fill a role as corporate ambassadors.
員工如果在離職的時候很滿意，未來或許能幫公司做宣傳。
For firms the best exit interview is the one that doesn’t happen.
對于公司來說，最好的離職談話其實是不會發生的談話。
A study conducted by the Harvard Business Review concluded that they should be “the culmination of a series of regular retention conversations”.
《哈佛商業評論》的一項研究結論稱，進行最終的離職談話前，公司應該定期進行一系列留用談話。
Such attempts will not work every time, or even often—staff churn is a fact of corporate life.
這些談話不會每次都奏效，甚至不會經常奏效--對于企業而言，員工流失在所難免。
For unsalvageable cases, some firms arrange a one-to-one conversation with the leaver’s manager.
對于無法挽留的員工，一些公司會安排與離職人員的經理進行一對一談話。
Others offer an online form, which is less personal but provides the opportunity to collate feedback easily.
其他公司則會提供在線表格，雖然不那么私人化，但可以方便地整理反饋。
Such exchanges are best scheduled after the initial rush of emotion has passed but before the employee has checked out mentally.
這樣的交流最好安排在員工萌生去意的沖動消失之后，和員工去意已決之前。
The information gleaned can be revealing.
這時收集到的信息會很有啟發性。
In some firms, it travels all the way up to the board.
在一些公司，這些信息會一路傳到董事會。
The incentives for a departing employee are less clear.
但對于馬上就要離職的員工來說，他們幾乎沒有參加離職談話的動機。
(If you are pursuing legal action against your employer, your lawyer is likely to tell you to avoid the interview altogether.)
(如果你要對雇主采取法律行動，你的律師很可能會勸你干脆不要參加離職談話。)
It is tempting either to ignore everyone and just walk away or, conversely, to really let rip.
無視所有人，一走了之，或者與之相反，撕破臉皮，無論哪種做法都對離職員工很有誘惑力。
“When one burns one’s bridges,” wrote Dylan Thomas, “what a very nice fire it makes.”
狄蘭·托馬斯寫道：“當一個人把后路燒掉時，產生的火焰是多么美啊?！?/p>
But letting off steam by unburdening yourself of all the wrongs and little things that ever upset you is a shallow game.
但是，擺脫所有讓你煩惱的錯誤和小事，以此來發泄情緒，這種做法很膚淺。
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