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Fairness also means sharing the rationale for why individual people have gone, whether because they sat in sputtering businesses or because their own performance was questionable.
“公平”還意味著告知個人離職的理由，無論是因為他們所在的企業(yè)舉步維艱，還是因為他們自己的表現(xiàn)值得懷疑。
“Stacked-ranking” systems, in which employees are forced into a ranking of highest to lowest performers, are increasingly out of favour.
按照表現(xiàn)高低對員工強制排名的“堆疊排名”制度，正越來越不受待見。
But in theory at least, they do provide a merit-based measure for decisions on where to make cuts.
但至少在理論上，這些制度確實提供了一種基于業(yè)績的衡量標準，用于決定在哪些部門進行裁員。
According to The Information, a news site, Google is going to increase the proportion of employees it identifies as low performers.
據(jù)新聞網(wǎng)站The Information報道，谷歌將增加低績效員工比例。
If decision-making about who gets the chop appears capricious, then managers will also fail to achieve their second goal: to assure survivors that they don’t need to start looking for a new role, too.
如果在決定解雇誰時顯得反復無常，那么管理者的第二個目標也實現(xiàn)不了，即向幸存員工保證他們不需要開始找下家。
It matters that lay-offs do not become regular events.
重要的是，不要定期裁員。
Research conducted at a large manufacturer in 2003 found that workers who had been exposed to repeated rounds of cuts felt less secure in their jobs and had greater intention to quit.
2003年在一家大型制造企業(yè)進行的研究發(fā)現(xiàn)，經(jīng)歷了多次裁員的工人對自己的工作更缺乏安全感，也更想辭職。
In his memo in August, Evan Spiegel, Snap’s boss, made a point of saying that a 20% reduction in the social-media firm’s workforce should substantially reduce the risk of more axings.
Snap的老板埃文·斯皮格爾在8月份的備忘錄中明確表示，這家社交媒體公司裁員20%，會大大降低再次裁員的風險。
The third area of focus is workload.
第三個重點領域是工作量。
Cutting headcount and asking the survivors to do more might seem like a marvellous idea in head office.
裁員并要求幸存員工做更多工作，這在總部看來似乎是一個絕妙的主意。
Some bosses say so outright: Elon Musk, chopper-in-chief at Twitter, is open about his belief in long hours by small teams.
一些老板會直接這么說出來。推特的首席執(zhí)行官埃隆·馬斯克就公開表示，他相信小團隊應該長時間工作。
But it is a risky approach, as likely to reduce job satisfaction as yield leaps in productivity.
但這種方法有風險，既可能提高生產(chǎn)率，也可能降低工作滿意度。
Downsizing has a greater chance of succeeding if the burden on remaining employees does not spike.
留任員工的工作負擔不激增的話，裁員會更有可能成功。
None of this is easy territory.
這一切都并非易事。
Lay-offs are bound to leave scars.
裁員必然會留下創(chuàng)傷。
But managing the fallout is simpler if the employees who are left behind still trust their bosses to get the big things right.
但是，如果留下的員工仍然相信老板會把大事做好，處理裁員后果就容易多了。
Many of the memos being fired off by tech leaders contain apologetic admissions that they expanded their workforces too fast as a result of the pandemic.
科技公司領袖發(fā)布的許多備忘錄都飽含歉意地承認，稱受疫情的影響，他們的員工隊伍擴張得太快了。
The honesty is necessary but it can plant another doubt in survivors’ minds: if they can foul up once, why not again?
這種誠實是有必要，但它也可能會在幸存員工的心中埋下另一個疑問：他們要是能搞砸一次，怎么就不會搞砸第二次呢？
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