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Bartleby: Talking it over
巴托比：好好谈谈
Is there a point to exit interviews?
离职谈话有意义吗？
“Do you feel your job description has changed since you were hired?”
“自从你被录用以来，你是否觉得你的岗位职责发生了变化？”
“What prompted you to start looking for another position?”
“是什么让你开始想换工作？”
Such questions are typical of the exit interview, to which an email from HR may invite you after you’ve handed in your notice.
这样的问题在离职谈话中很常见，在你递交辞职信后，人力资源部可能会发电子邮件，请你参加离职谈话。
Do you accept?
你愿意去吗？
And if so, how honest should you be with your soon-to-be-ex-employer during the discussion?
愿意的话，在谈话时，你应该对你的准前雇主多诚实呢？
Just like humans, corporate entities do not want to admit their faults.
就像人一样，公司也不想承认自己的错误。
As such, many companies deal with resignations badly.
因此，许多公司都处理不好辞职问题。
Exit interviews may help them do better.
离职谈话可能会有所助益。
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，要想阻止更多员工离职，了解离职原因至关重要。
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.
招聘和培训顶尖人才对公司来说是一笔巨大的成本，特别是那些服务行业的公司，所以任何可以降低员工流动率的事情都是有价值的。
Poaching is part of any competitive industry, so knowing what drew an employee to a different firm can be useful, too.
任何竞争激烈的行业都少不了挖墙脚，所以了解员工为什么会被别的公司挖墙脚也是很有用的。
Former employees who leave happy can in future fill a role as corporate ambassadors.
员工如果在离职的时候很满意，未来或许能帮公司做宣传。
For firms the best exit interview is the one that doesn’t happen.
对于公司来说，最好的离职谈话其实是不会发生的谈话。
A study conducted by the Harvard Business Review concluded that they should be “the culmination of a series of regular retention conversations”.
《哈佛商业评论》的一项研究结论称，进行最终的离职谈话前，公司应该定期进行一系列留用谈话。
Such attempts will not work every time, or even often—staff churn is a fact of corporate life.
这些谈话不会每次都奏效，甚至不会经常奏效--对于企业而言，员工流失在所难免。
For unsalvageable cases, some firms arrange a one-to-one conversation with the leaver’s manager.
对于无法挽留的员工，一些公司会安排与离职人员的经理进行一对一谈话。
Others offer an online form, which is less personal but provides the opportunity to collate feedback easily.
其他公司则会提供在线表格，虽然不那么私人化，但可以方便地整理反馈。
Such exchanges are best scheduled after the initial rush of emotion has passed but before the employee has checked out mentally.
这样的交流最好安排在员工萌生去意的冲动消失之后，和员工去意已决之前。
The information gleaned can be revealing.
这时收集到的信息会很有启发性。
In some firms, it travels all the way up to the board.
在一些公司，这些信息会一路传到董事会。
The incentives for a departing employee are less clear.
但对于马上就要离职的员工来说，他们几乎没有参加离职谈话的动机。
(If you are pursuing legal action against your employer, your lawyer is likely to tell you to avoid the interview altogether.)
(如果你要对雇主采取法律行动，你的律师很可能会劝你干脆不要参加离职谈话。)
It is tempting either to ignore everyone and just walk away or, conversely, to really let rip.
无视所有人，一走了之，或者与之相反，撕破脸皮，无论哪种做法都对离职员工很有诱惑力。
“When one burns one’s bridges,” wrote Dylan Thomas, “what a very nice fire it makes.”
狄兰·托马斯写道：“当一个人把后路烧掉时，产生的火焰是多么美啊。”
But letting off steam by unburdening yourself of all the wrongs and little things that ever upset you is a shallow game.
但是，摆脱所有让你烦恼的错误和小事，以此来发泄情绪，这种做法很肤浅。
译文由可可原创，仅供学习交流使用，未经许可请勿转载。
