网帖翻译

Robert Hynes, Professional Engineer, Political Scientist, Moral Philospher

罗伯特·海因斯，职业工程师，政治学家，道德哲学家

Been there done that. Yes, I have fired many.
I can say with no scruples every one of them deserved it.
Some deserved a lot more than I could give (e.g. jail was not within my authority).
The Good. I have never fired someone for poor performance. Not directly at least.

解雇过。是的，我解雇了很多人。
我可以毫无顾忌地说他们每个人都应被开除。
有些人应遭受的比我所能让他承受的（仅仅解雇）要多得多（例如，监狱不在我的权限范围内）。
不过我从来没有因为表现不佳而解雇过某人。至少不是直接的。

I have had many employees who were failing miserably.
Of course, before you can fire someone for this you have to go through the process of counseling, performance improvement plan, etc. (standard HR rules).
I had one manager who could not handle responsibility beyond the edge of her desk (and her desk was a disaster too).
After missing several deadlines that she set for me herself (as in…when can you have this done? Thursday.
Ok, you have until Thursday. Thursday comes and goes but the work isn’t done.)
I got her on a plan where she had to meet with me one on one each week and upxe me on her activities, deadlines,
She was on a timeline to improve within 180 days or she would be gone.
No benefits. No severance. Nothing.
Over the course of our meetings I used to ask her about her goals and what she really wanted.
Eventually she applied to another job and moved on.

我有很多员工真是太失败了。
当然，在你为此解雇某人之前，你必须经过咨询、绩效改进计划等过程（标准的人力资源规则）。
我有一位经理无法处理超出办公桌边缘的责任（她的办公桌也是一场灾难）。
在好几次都错过了她为我承诺的最后整改期限之后（比如：你什么时候能完成？星期四。好吧，你要到星期四。星期四来了又去，但工作没有完成。）
我让她制定了一个她必须做的计划—每周与我单独见面，向我通报她的活动、截止日期。
她按时间表在 180 天内改进，否则她将离开—没有好处、没有遣散费，什么都没有。
在我们的会议过程中，我常常问她她的目标和她真正想要什么。
最终她因申请了另一份工作而离开。

I told her I’d miss her, then went back in my office and jumped up and down for joy.
This is the best way to get rid of a poor performer really.
I also forced a two others into retirement.
Once they are over the retirement age, any drop in performance causes automatic involuntary retirement.
It best for the organization. They had been there for decades.
A third one was just coming up on the retirement age and needed my signature to extend.
But in a change of heart, I agreed to sign his extension if he would change to a non-supervisory job.
The Bad. These are the easy ones. Anything dishonest, lying, cheating, stealing, violence in the workplace.
It’s automatic. I’ve had folks stealing government equipment.
One guy got so worked up that he hit his supervisor over the head with a steel pipe.
Yeah, I had to fire him. But I also had a talk with the supervisor’s supervisor.

我告诉她我会想念她，然后回到我的办公室，高兴地跳上跳下。这是真正摆脱表现不佳者的最佳方法。
我还强迫另外两个人退休。
一旦他们超过退休年龄，任何表现不佳都会导致自动非自愿退休。
这对组织来说是最好的。毕竟他们已经在那里呆了几十年了。
第三个刚到退休年龄，需要我的签名才能延长。
但后来我改变了主意，同意为他的延期签字，前提是他愿意换一份非监督工作。
表现不好的情况下，就很容易操作：任何不诚实、说谎、欺骗、偷窃、工作场所暴力。
它是自动的，我遇到过偷政府设备的人：一个人非常激动，以至于他用钢管击中了他的主管的头。
是的，我必须解雇他。但我也和主管的主管进行了交谈。

I told him that he’s not off the hook.
And if I hear any more about him publicly belittling his employees,
humiliating them, harassing them, etc. he will be gone too.
I had one guy in my current office who was talented but tended to disappear at odd times of the day.
I guess he thought no one would notice. I spoke to him about it.
However, when his time sheet arrived he claimed all of the time as though he had been there.
When I confronted him he said, “Do you think I’m lying?” “Are you?” I said.
Then he said he wasn’t going to discuss it with me and walked out of my office.

我告诉他他没有摆脱困境。
如果我听到更多有关他公开贬低他的员工、羞辱他们、骚扰他们等的消息，他也会离开。
我现在的办公室里有一个人，他很有才华，但奇怪的是在一天中往往总会消失一段时间。
我猜他认为没有人会注意到。我和他谈过这件事。
然而，当他的时间表到达时，他声称所有的时间都好像他一直在那里一样。
当我面对他时，他说：“你认为我在撒谎吗？” “你是”我说。
然后他说他不打算和我讨论这件事，然后走出了我的办公室。

I fired him the next day. Since he was in good with my boss,
I needed to explain whether I was sure he had really been out of the office.
My answer? I said I was sure.
But in any case it no longer mattered.
If an employee was going to refuse to discuss his time sheet (since accounting for time is a job requirement) then he couldn’t work here.
I had a group of folks who decided to take a government vehicle out to lunch.
Except that the supervisor and the driver both had a few drinks during lunch.
Not wanting to drive under the influence, they had one of the others drive.
He didn’t have a license and got into an accident on the way back to the office. I forced the supervisor to retire.

第二天我解雇了他。由于他和我的老板关系很好，
我需要解释我是否确定他真的不在办公室。
我的答案：我说我确定。
但无论如何，这已经不重要了。
如果员工拒绝讨论他的时间表（因为考虑时间是工作要求），那么他就不能在这里工作。
我有一群人决定开政府车辆出去吃午饭。
除了主管和司机在午餐时都喝了几杯。
不想酒后开车，他们让其他没有执照的人开车。
在回办公室的路上发生了事故，主管被我强制安排退休。

Gary McConkey, works at Studio Director for PEG Media Partners
In my thirty-two year career as a city government manager I fired I believe 18 people.
Actually I fired five and forced the others to resign.
The reasons varied.
I had a Chief of Police that stole $600 out of a deposit bag he was holding overnight.
The police department had held a fundraiser for Special Olympics of all things. He was fired.
I had two electric department employees that had been stealing for years.
One went on vacation, the other was admitted to the hospital.
My wife was a CPA who at the time was being a full-time mom.
She called me in less than an hour to tell me I had a serious problem.
There were more than $2,000 of checks from my two employees in the cash drawer.
They would take cash out and put their check in. They never deposited their own checks, some of the checks were years old.
I fired them both.

在我作为市政府经理的 32 年职业生涯中，我解雇了 18 个人。
事实上，我解雇了5人，并迫使其他人辞职，有各种理由。
有一个警察局长从在他那过夜的存款袋中偷走了 600 美元。
这个警察部门曾为特奥会举办过筹款活动，他被解雇了。
我有两个电气部门的员工多年来一直在偷东西。
一个在度假，另一个住进了医院。
我的妻子是一名注册会计师，当时她是一名全职妈妈。
不到一个小时内她打电话给我说我遇到了严重的问题。
现金抽屉里有我两个员工的两千多张支票。
他们会拿出现金并把他们的登记。他们从不存入自己的支票，其中一些支票都是多年以前的。
我把他们两个都解雇了。

I had a patrol officer who stopped a college student passing through town on the way back to school after a long night of partying.
He told her he won’t arrest her for DUI in exchange for sex.
She refused. She told her roommate who came to see me.
When I questioned the officer he admitted what he did (I was shocked at the confession). I fired him.

我曾经遇到过一个巡警，他拦住了一个大学生，这名大学生参加了一整夜的派对，在返回学校的路上正好经过小镇。
他告诉她他不会以酒后驾车的名义去逮捕她但须要性交换才行。
她拒绝了，她告诉了来看我的室友。
当我询问那名警官时，他承认了他的所作所为(我对他的供认感到震惊)。我解雇了他。

In the early days of digital cameras I had a planning department employee
who took pictures of some of his body parts with our new digital camera
and mistakenly uploaded them to our storage server for everyone to find.
When caught he went around to all the other employees in town hall and apologized for his behavior.
I offered to let him resign but he refused and I fired him.
Most others were performance related.
I always gave my employees the opportunity to improve their performance over at least a year,
with mentoring, coaching, training or whatever was necessary.

在早期用数码相机的时候，我有一个计划部门负责拍照的员工。
用我们的新数码相机拍摄了他的一些身体部位，
并错误地将它们上传到我们供大家查找的存储服务器。
当他被抓到时，他走到在市政厅所有其他员工身边，并为他的行为道歉。
我提出让他辞职，但他拒绝了，于是我解雇了他。
其他大多数都与表现有关。
在至少一年的时间里，我总是给我的员工提供机会，通过指导、辅导、培训或任何必要的方式来提高他们的表现。

Martin Bayer, Chef (1994-present)
I’ve fired quite a few people in my career for a lot of different reasons.
I manage a very large restaurant, so crazy shit sometimes happens.
We used to have a dishwasher, we’ll call him Jimmy, that worked for us.
He was a quiet effeminate kid that kept to himself and did a decent job in the beginning.
As time passed, Jimmy developed a habit of disappearing and the other dishwashers would complain about him not being in his station.
I’d go on the hunt for him and he’d usually be exiting the men’s room when I found him,
his excuse being that he was just using the toilet. It’s hard to punish someone for using the toilet,
so I advised him to let me know if there was a problem.

在我的职业生涯中，由于许多不同的原因，我解雇了很多人。我管理一个非常大的餐厅，所以有时候会发生疯狂的事情。
我们曾经有一个洗碗工，我们称他为吉米，为我们工作。
他是一个安静的柔弱的孩子，一开始就表现得很好。
随着时间逝去，吉米养成了消失的习惯，其他洗碗工抱怨他不在他的岗位上。
我会寻找他，通常我发现他的时候他正从男厕所出来；
他的借口是他只是在上厕所。因为某人上厕所而惩罚别人就显得很苛刻，
所以我建议他有问题告诉我。

I also told him that he need to stay in his station and let someone know if he had to leave.
One night a dishwasher came to me with another complaint about Jimmy.
It seems that he’d been gone for more than 30 minutes and the guys were getting angry.
I went on the hunt for him. I checked the bathrooms, not there, the smoking area, not there,
I even walked down to the beach, not there either.
Where the hell was Jimmy?
Then for some reason I decided to check the refrigerated room where the recyclable food waste was stored.

我还告诉他，他需要留在他的岗位上，如果必须离开的话，要让别人知道；
一天晚上，一位洗碗工来找我，又抱怨吉米。
他好像已经离开了 30 多分钟，这个人很生气。
我去找他，我检查了浴室，没有，吸烟区到处都没有发现人，
我甚至走到到海滩，也不在那里。
吉米到底在哪儿？
然后出于某种原因我决定检查存放可回收厨余的冷藏室。

I can never unsee the horrifying sight that was before me.
Inside the room was a completely stoned Micronesian guy that I knew, we’ll call him Elton,
his pants were around his ankles and he was leaning against the wall,
his bloodshot eyes rolled back into his head.
On his knees in front of Elton was Jimmy,
giving what had to have been a really fantastic blowjob.
Both were so engrossed in their pleasure that they didn't even notice me
until I yelled “What the fuck is this?”
That’s when Jimmy turned to me, with a terrified look on his face
and said “Don’t tell, you can be next.” Elton just stood there,
his little boner waggling in the cold breeze of the refrigerated room.
“Elton, get the fuck out of here” I screamed.
Elton pulled up his pants and ran away.

我永远无法忘记在我面前的可怕景象。
房间里有一个我认识的密克罗尼西亚人，我们叫他埃尔顿，
他的裤子已经脱到脚踝了，靠在墙上，充血的眼睛翻了回去。
吉米跪在埃尔顿面前，给他吹箫。
两人都沉浸在自己的快乐中，甚至没有注意到我，
直到我大喊“这他妈的是干什么？”
就在那时，吉米一脸惊恐转向我
我说：“别告诉我下一个就是你了。”埃尔顿只是站在那里，
他的小弟弟在冷藏室的冷风中摇摆不定。
“埃尔顿，从这里滚出去”我尖叫起来。
埃尔顿拉起裤子就跑了。

Jimmy looked like he was going to cry. “Go home.” I told him.
“We’ll talk about this in the morning.” Jimmy collected himself and his things and went home.
The next morning Jimmy came in and we had a sit down.
I told him that I had to suspend him for a week because of what he had done and he was shocked.
“I do it all of the time” was his reply.
A lot of the times that he had been disappearing were because he was giving BJs to our boy Elton in that room,
and he didn’t understand why that was bad.
I told him that having sex at work was against our policy and that he need to come back and see me in a week.
We had his check for him a week later. Sorry Jimmy, but you just couldn’t stay.
As for Elton, well the story of his adventure spread quickly and I was told that he went to Guam. Imagine being so embarrassed that you had to move to Guam.

吉米看起来要哭了。 “回家。”我跟他说。 “我们明天早上再谈这个。”吉米收拾他自己和他的东西就回家了。
第二天早上吉米进来了，我们坐了下来。
我告诉他因为他的所作所为，我必须对他停职一个星期处理，他震惊了
他回答说:“我一直都是这样。”
他失踪的很多次都是因为他和埃尔顿在那里干坏事。
他不明白这有什么不好。
我告诉他在工作中发生性行为违反了我们的政策，他需要在一周后回来见我
一周后，我们收到他写得检查。对不起吉米，但你不能留下来。
至于埃尔顿，好吧，他的冒险故事很快传开了，有人告诉我他去了关岛。
如果你不得不搬到关岛，你会多么尴尬。

Marsha Browne, Writer, Thinker, Woman, Human Being.

玛莎·布朗，作家，思想家，女人，人类。

As a software development manager, I had the unwelcome task of terminating employees when the situations demanded it.
There were three that really stood out, all happening at different points in my career.
I’d hired a young woman into a Release Engineer position.
Two weeks after her start, a trusted employee in the department came to me
and hesitantly revealed that the woman was bragging about how she “lied her ass off” during the interviews,
how she “didn’t know anything” about release engineering
but she expected us to teach her what she needed to know
so that she could interview at a different company and get a better paying job,
and when questioned about how she’d fooled me — and others — during the interview process,
she laughed and said all her references “were pals who gave raves” about her,
even though she’d never worked for them. She’d been vetted by our HR department head.
I thanked the reporting employee and asked that he not mention our conversation as I took care of the situation.
The very next day, the Release Engineer called in sick, and said she was too ill to come in “for a few days.”
She returned the following week, tanned (did I mention her illness coincided with Spring Break week?).
I had the termination papers waiting for her to sign,
and let her know that material misrepresentation of her experience, education or references was grounds for termination.
A month later, she’d gotten a job as a UPS delivery person.

作为一名软件开发经理，我有一项不受欢迎的任务，那就是在必要时解雇员工。
在我职业生涯的不同阶段，有三件事非常突出。
我聘请了一位年轻的女性担任发布工程师的职位。
上班的两周后，部门里一位值得信任的员工来找我，犹豫着透露，
有个女人吹嘘她在采访中如何“撒谎”，
她根本不知道有关发布工程的一些事，
但她希望我们教她她需要知道的东西，
这样她就可以在另一家公司面试并找到一份薪水更高的工作，
并且当被问及她在面试过程中如何愚弄我和其他人时，
她笑着说她所有的推荐信都是对她“赞不绝口”的朋友。
尽管她从来没有为他们工作过。她已经接受了我们的人力资源部门主管的审查。
我感谢来向我报告的员工并要求他不要提及我们的谈话，因为我会处理这件事。
第二天，发布工程师打电话请病假，说她病得太重了所以这几天都来不了。
下周她回来了，晒黑了（我有没有提到她的病恰逢春假周）。
我让她签署了解雇协议，并让她知道，对她的经历、教育背景或推荐信的重大歪曲是解雇的理由。
一个月后，她又找到了一份 UPS 送货员的工作

At another company, our Development code check-ins were controlled by a system that ensured proper versioning
and avoiding problems with code regressions.
One Senior Systems Engineer who believed he never had to follow rules found a way to move code into the main build line
without going through the check-in process,
which he felt he needed to do to avoid the pesky business of code review — it was too “time-consuming.”
After a build failed miserably, we sifted through the system logs and discovered unusual activity from his ID;
it didn’t take too much longer to unravel what had happened.
His manager and I met with him and explained that we expected him to comply with the rules
regarding code check-ins and check-outs,
and explained that if he was caught doing an end run around the system again, it would result in his termination.
He signed the paper that said he understood the consequences of non-compliance.
The HR department manager told me I was on “shaky ground.”
Two weeks later, another failed build, and all the mistakes were again his.
This time, he’d tried to mask his ID, but had forgotten that the process ID could be tied to a specific workstation.
When I had the exit interview with him, he begged me to reconsider, because he had a wife and children to support.

在另一家公司，我们的开发代码签入是由一个系统控制的，该系统确保正确的版本控制和避免代码回归的问题。
一高级系统工程师，他认为可以不必遵守规则找到了一种将代码移入主程序的方法
无需通过登记流程即可构建生产线，他认为他需要这样做以避免
令人讨厌的代码审查业务——它太“耗时”了。
构建失败后不幸的是，我们筛选了系统日志并从他的 ID 中发现了异常活动；
它并没有花太多时间来解决发生的事情。
他的经理和我会见了，解释说我们希望他遵守有关代码签入的规则，
并解释说如果他被抓到导致系统异常再次发生，将被开除。
他在文件上签了字，说他理解不遵守的后果。
人力资源部经理告诉我，我这次提的条件是没什么作用的。
两周后，果真出现另一个失败的构建，所有的错误都是他犯的。
这次，他试图掩盖他的 ID，但忘记了进程 ID 可以绑定到特定的工作站。
当我与他进行离职面谈时，他恳求我重新考虑，因为他有妻子和孩子要抚养。

The third time came many years later at another software company. By that time, I was the VP of Operations.
The manager of the IT Department at corporate HQ hired a young man whose primary responsibility was to
image and configure laptops for new Professional Services and Sales employees.
I’d questioned the hiring manager about the man’s qualifications and experience,
and he’d assured me that HR confirmed that the fellow came with great problem-solving skills and great references.
We were in a high growth mode at that point, with a dozen or more new hires every week.
On the third morning of the young man’s employment, we received a shipment of new laptops,
so he was sent out to deliver them and get the employees’ network and login credentials configured.
His manager came rushing into my office about an hour afterward telling me, “we’ve got a problem.”
Turned out, the new guy had trashed every laptop he’d tried to configure.
The IT manager was getting irate calls from the employees, their managers, and their managers’ directors.
We went into immediate action, calling on all hands to mobilize and correct the problems.
After another couple of hours, I finally caught up with him,
called him into my office with his hiring manager,
and told them both it was time for us to part company with him
— I didn’t have enough hours in the day to clean up after him,
and still have time to do my own job.
Terminations aren’t ever pleasant,
and I believe that if hiring managers did more of their own legwork
and investigation instead of leaving it to the people in Human Resources,
there’d be far less need for terminations.

第三次是多年后在另一家软件公司。那时，我是运营副总裁。
公司总部 IT 部门的经理聘请了一位年轻人，主要职责是为新进的专业服务人员和销售人员配置电脑。
我询问了招聘经理有关这个人的资格和经验，
他向我保证，人力资源部确认这位同事非常出色
有解决问题的能力，表现也很好。
那时我们处于高速增长模式，每周有十几个或更多的新员工。
在这个年轻人上班的第三个早晨，
我们收到了一批新的笔记本电脑，所以他被派去运送它们，
配置员工的网络和登录凭据。
大约一个小时后他的经理匆匆赶来进入我的办公室告诉我，“我们遇到了问题。”
结果，这个新来的家伙把他尝试配置的每台笔记本电脑都搞砸了。
IT 经理很生气，我们立即行动，号召全员动员，整改问题。
几个小时后，我终于找上了他，把他和他的招聘经理叫到我的办公室，
然后告诉他们是时候离开公司了—我没有足够的时间来替你擦屁股，还需要时间做自己的工作。
解雇从来都不是一件愉快的事情，我相信如果招聘经理做了更多的调查，
而不是把调查工作留给用人部门，解雇的情况就会少很多。