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The internet allows individual workers to go public with experiences that trigger public outcry.
互聯網使員工個人可以將引發公眾譴責的經歷公之于眾。
The results can be swift and, often, far more severe than they might be for complaints made internally.
這樣做可能很快產生結果，但后果往往比只在公司內部進行投訴要嚴重得多。
On Twitter, the #MeToo movement was at its core a mass action by women against workplace harassment, intimidation, and bullying,
在推特上，#MeToo運動的核心是女性對工作場所發生的騷擾、恐嚇和欺凌事件進行的大規模反抗活動，
and it brought about the downfall of hundreds of senior executives. Even small incidents can provoke mass outrage.
這場活動導致數百名高管下臺。即使是小事也可能引發公眾的憤怒。
About a year ago, a Banana Republic clerk wrote on Facebook that her district manager had told her to remove the box braids she wore
大約一年前，一位香蕉共和國（Banana Republic）的職員在臉書上發帖說，她的區域經理讓她不要再編那些小長辮兒了，
because they were "too urban" and "unprofessional." Her post was shared more than 16,000 times and,
因為它們太潮，不夠職業化。這個帖子被轉發了16000多次，
soon after, the company said the manager had been fired.
該公司很快表示已經解雇了這名經理。
Some 230 new worker groups have sprung up in the past decade, forming the backbone of what's come to be called alt.labor.
在過去的十年間，約有230個新的員工團體涌現出來，形成了后來稱之為替代勞工（alt-labor）的骨干力量。
Among them, Organization United for Respect, known as OUR, has become expert at uniting workers through technology.
其中，尊嚴團結組織（Organization United for Respect），已經成為利用技術手段團結員工的專家。
Spun out of a movement by Walmart workers to petition the country's biggest employer for change after several traditional union drives failed,
在幾次傳統工會罷工失敗后，尊嚴團結組織帶領沃爾瑪員工發起情愿活動，要求美國最大雇主沃爾瑪公司進行改革，
the group has broadened its mandate to include all low-wage workers, particularly in retail.
至此，尊嚴團結組織已擴大其職權范圍，將所有低收入員工，尤其是在零售業工作的員工也納入其管轄范圍。
When Toys "R" Us, preparing for liquidation, said it wouldn't pay severance to more than 30,000 employees, OUR organizers stepped in.
玩具反斗城公司準備進行破產清算時曾表示，不會向三萬多名員工支付遣散費，尊嚴團結組織隨即介入。
They ran online ads to reach workers,connecting them first with a peer-to-peer texting tool, then one-on-one phone calls, then committee calls.
他們通過在線廣告找到那些員工，先用點對點短信工具聯系他們，再進行一對一通話，然后召開委員會電話會議。
The workers gathered in Facebook groups to commiserate, share strategies, and organize demonstrations online and in real life.
員工們聚集到臉書小組中，同情彼此的遭遇，分享策略，并在線上、線下組織示威活動。
Eventually, KKR and Bain Capital, the company's private equity owners, agreed to put up $20 million for ex-employees
最終，玩具反斗城公司的私人股本所有者科爾伯格公司和貝恩資本公司同意為前雇員提供2000萬美元遣散費，
—short of the $75 million workers say they're owed but a concession the firms weren't legally obliged to make.
這與員工表示所欠款項7500萬美元相去甚遠，但公司表示不會在法律上做出讓步。
OUR is now putting Sears Holdings Corp. employees in touch with Toys "R" Us workers who can preach the power of collective action.
目前，尊嚴團結組織正在讓西爾斯控股公司和玩具反斗城公司的員工保持聯系，發揮集體行動的力量。
Like roughly 95 percent of all retail workers, Toys "R" Us and Sears employees aren't in a union.
和95%左右的零售業員工一樣，玩具反斗城公司和西爾斯公司的員工不在同一個工會組織中。
Historically, retail's been a hard industry to organize. Unions were built when the U.S. economy was powered by factories employing thousands of people.
一直以來，零售業都是一個難以組織的行業。工會是在美國經濟由雇傭數千人的工廠影響時建立的。
When it comes to retail, there are just too many stores, with too few employees attached to each, turnover is high, and management is often quite hostile.
而零售業擁有眾多商鋪，員工之間彼此聯系非常少，營業額很高，但管理層卻常常充滿敵意。
The same is true for restaurants. Even big companies with thousands of workers on one campus-Google or Tesla Inc., for example
餐館的情況也是如此。即使像谷歌或特斯拉這種在一個園區擁有數千名員工的大公司
—are a mix of vendors, contractors, employees, supervisors, and managers who can't often be represented by a traditional union.
也都是由供應商、承包商、員工、主管和經理組成的混合群體，這些人往往不能由傳統的工會來代表。
