(单词翻译:单击)
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?""What prompted you to start looking for another position?"
"你觉得你进公司以后工作内容变了吗？""你为什么想换工作？"
Such questions are typical of the exit interview, to which an email from HR may invite you after you've handed in your notice. Do you accept?
这些都是离职谈话中的典型问题，在你提交离职申请后，HR可能会给你发电子邮件，邀请你谈谈这些问题。你愿意回答吗？
And if so, how honest should you be with your soon-to-be-ex-employer during the discussion? Just like humans, corporate entities do not want to admit their faults. As such, many companies deal with resignations badly.
如果准备好回答这些问题，你会对你的准前任雇主实话实说吗？就像人一样，公司也不想承认自己的错误。因此，许多公司都处理不好离职问题。
Exit interviews may help them do better. More important, understanding why workers leave is critical if you want to stop more of them heading for the exit.
离职谈话可能会帮助公司做得更好。更重要的是，要想阻止更多员工离职，了解离职原因就非常关键了。
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.
招聘和培训高级员工对公司来说成本很高，对那些服务行业的公司来说尤其如此，所以只要能够降低员工流动率，任何方法都是值得一试。
Poaching is part of any competitive industry, so knowing what drew an employee to a different firm can be useful, too. Former employees who leave happy can in future fill a role as corporate ambassadors.
任何竞争激烈的行业都存在挖墙脚的现象，因此了解员工为什么会被别的公司挖走对公司来说非常有用。如果在离职的时候员工很满意，那么未来他们或许就能帮公司做宣传。
For firms the best exit interview is the one that doesn't happen. A study conducted by the Harvard Business Review concluded that they should be "the culmination of a series of regular retention conversations".
对于公司来说，最好的离职谈话其实就是没人需要进行离职谈话。《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. For unsalvageable cases, some firms arrange a one-to-one conversation with the leaver's manager. Others offer an online form, which is less personal but provides the opportunity to collate feedback easily.
这些谈话不会每次都奏效，甚至大多时候都不会起作用。对于企业而言，员工流失在所难免。对于那些一心想走的人，有些公司会安排其上司和他们进行一对一谈话。其他公司则会提供一个在线表格，虽然不那么私人化，但是方便整理反馈。
Such exchanges are best scheduled after the initial rush of emotion has passed but before the employee has checked out mentally. The information gleaned can be revealing. In some firms, it travels all the way up to the board.
这样的交流最好安排在员工萌生去意但还没下定决心离开的时候，这时收集到的信息会很有启发。在一些公司，这些信息会一路传达到董事会。
The incentives for a departing employee are less clear. (If you are pursuing legal action against your employer, your lawyer is likely to tell you to avoid the interview altogether.)
即将离任的员工则没有那样强烈的动机参与离职谈话。(如果你打算和雇主对簿公堂，你的律师很可能会劝你最好不要参加任何离职谈话。)
It is tempting either to ignore everyone and just walk away or, conversely, to really let rip. "When one burns one's bridges," wrote Dylan Thomas, "what a very nice fire it makes."
不管不顾直接走人，或者反其道而行之，离职前干脆撕破脸皮大闹一场，无论哪种做法都对离职员工来讲都很有诱惑力。狄兰·托马斯写道："当一个人自断后路时，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，一股脑把所有曾经让你不爽的经历倾倒出来其实是很肤浅的做法。
