關於 something just like this中英對照 ，我們在網路上蒐集到這些相關的討論、資訊與評價

【 一封 Co-founder & CEO Brian Chesky 的來信 (中英對照)】

早上晨讀時看到 Airbnb CEO Brian Chesky 宣布裁員 25% 的公開信。讀完覺得富有同理心並思考周到，很值得每位 CEO 參考。

其中一些對於離職員工的就業支持都很值得我們借鏡。雖然 Airbnb 有的資源比很多公司還多。但說不定有什麼是創業家們能參考的，為離職的夥伴多做一些。

為了讓更多人可以看到跟夥伴合作翻譯了一下，不通順的地方請見諒、歡迎在 google doc 提交修改建議。

Google Doc 中英對照版：https://docs.google.com/…/1ctHqdvPxi3USzT1sxzabkcJhFcWlfkg…/

原文：https://news.airbnb.com/a-message-from-co-founder-and-ceo-…/

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今天稍早，Airbnb 聯合創辦人兼執行長 Brian Chesky 向 Airbnb 員工發送了以下訊息。

Earlier today, Airbnb Co-Founder and CEO Brian Chesky sent the following note to Airbnb employees.

這是我第七次在我家裡與各位發表談話。過去每次我們談話時，有好消息也有壞消息，然而今天我不得不分享一些非常令人難過的消息。

This is my seventh time talking to you from my house. Each time we’ve talked, I’ve shared good news and bad news, but today I have to share some very sad news.

當你們問我關於裁員的問題時，我曾說過沒有什麼不可能發生的事。今天，我必須坦承，我們正在縮減 Airbnb 的員工規模。對於像我們這樣一家以歸屬感為使命的公司來說，這是非常難以面對的，對於那些不得不離開 Airbnb 的人來說更是難上加難。我將盡可能詳細地分享我是如何做出這個決定的、我們正在為那些離開的人做什麼、以及接下來會有哪些事發生。

When you’ve asked me about layoffs, I’ve said that nothing is off the table. Today, I must confirm that we are reducing the size of the Airbnb workforce. For a company like us whose mission is centered around belonging, this is incredibly difficult to confront, and it will be even harder for those who have to leave Airbnb. I am going to share as many details as I can on how I arrived at this decision, what we are doing for those leaving, and what will happen next.

先從我們是如何作出這項決定的開始。我們正在共同經歷我們一生中最痛苦的危機，隨著危機的開始，全球旅行業都陷入停滯。Airbnb 的業務受到了重大的打擊，今年的收入預計不到 2019 年的一半。為了應對這場危機，我們籌措了 20 億美元的資金、大幅削減了成本，幾乎觸及了 Airbnb 的每一個角落。

Let me start with how we arrived at this decision. We are collectively living through the most harrowing crisis of our lifetime, and as it began to unfold, global travel came to a standstill. Airbnb’s business has been hit hard, with revenue this year forecasted to be less than half of what we earned in 2019. In response, we raised $2 billion in capital and dramatically cut costs that touched nearly every corner of Airbnb.

採取這些行動是必要的，但很顯然，當我們面對兩個嚴峻的事實時，我們必須更進一步：

1. 我們不知道旅遊什麼時候會復甦。
2. 當旅遊業復甦時，將有截然不同的樣貌。

While these actions were necessary, it became clear that we would have to go further when we faced two hard truths:

1. We don’t know exactly when travel will return.
2. When travel does return, it will look different.

雖然我們知道 Airbnb 的業務終將恢復，但它所承受的變化不會是臨時或是短暫的。於是，我們需要對 Airbnb 做出更多根本性的改變，縮減人力規模以專注在更核心的商業策略。每天都有人們共享自己的房子、並提供各式各樣的體驗。

While we know Airbnb’s business will fully recover, the changes it will undergo are not temporary or short-lived. Because of this, we need to make more fundamental changes to Airbnb by reducing the size of our workforce around a more focused business strategy.

在我們 7500 名 Airbnb 員工中，近 1900 名成員將不得不離開 Airbnb，佔我們公司的 25% 左右。由於我們不能像過去那樣顧及每項業務，透過人力的裁減，我們將會更聚焦於特定的業務上。

Out of our 7,500 Airbnb employees, nearly 1,900 teammates will have to leave Airbnb, comprising around 25% of our company. Since we cannot afford to do everything that we used to, these cuts had to be mapped to a more focused business.

▍更聚焦的業務

未來在這世界旅行將截然不同，我們需要相對應地讓 Airbnb 進化改變。人們會希望有更像家、更安全、更經濟實惠的選擇。人們也會渴望某種感覺被奪走的東西——人與人之間的連結。當我們創立 Airbnb 時，它是建立於歸屬感和連結之上。這場危機使我們更加專注於根本、最基礎的事物、讓我們回到 Airbnb 真正的特別之處——每天都有人們共享自己的房子、並提供各式各樣的體驗。

這意味著，我們將需要減少對不直接支持我們的房東社區核心活動的投資。我們暫停了在運輸部門和 Airbnb Studio 方面的努力，我們不得不縮減在飯店和 Lux 的投資。

這些決定和這些團隊成員的表現無關，也不意味著這些團隊的每個人都會離開我們。除此之外，所有 Airbnb 的團隊都將受到影響。許多團隊的規模將根據他們與 Airbnb 的發展方向的對應程度進行縮減。

▍A more focused business

Travel in this new world will look different, and we need to evolve Airbnb accordingly. People will want options that are closer to home, safer, and more affordable. But people will also yearn for something that feels like it’s been taken away from them — human connection. When we started Airbnb, it was about belonging and connection. This crisis has sharpened our focus to get back to our roots, back to the basics, back to what is truly special about Airbnb — everyday people who host their homes and offer experiences.

This means that we will need to reduce our investment in activities that do not directly support the core of our host community. We are pausing our efforts in Transportation and Airbnb Studios, and we have to scale back our investments in Hotels and Lux.

These decisions are not a reflection of the work from people on these teams, and it does not mean everyone on these teams will be leaving us. Additionally, teams across all of Airbnb will be impacted. Many teams will be reduced in size based on how well they map to where Airbnb is headed.

▍我們如何進行縮編

重要的是，我們要有一套明確的原則，以我們的核心價值觀為指導，指導我們如何減少我們的勞動力。這些是我們的指導原則：

• 將所有縮減過的業務範疇和我們將需要的人手一一對應。
• 為那些受到影響的人盡可能提供協助。
• 在過程中持續地保持團隊多樣性。
• 為那些受影響的人提供一對一的溝通。
• 等到所有細節都確定後再進行決策溝通 —— 僅部分訊息的透明會讓事情變得更糟。

我已經盡了最大的努力來堅持這些原則。

▍How we approached reductions

It was important that we had a clear set of principles, guided by our core values, for how we would approach reductions in our workforce. These were our guiding principles:

• Map all reductions to our future business strategy and the capabilities we will need.
• Do as much as we can for those who are impacted.
• Be unwavering in our commitment to diversity.
• Optimize for 1:1 communication for those impacted.
• Wait to communicate any decisions until all details are landed — transparency of only partial information can make matters worse.
I have done my best to stay true to these principles.

▍還原決策過程

決策過程開始於建構一個更聚焦業務戰略的成本結構。我們評估了每個團隊如何適應我們的新戰略，並確定了每個團隊未來的規模和形式。緊接著，我們對每個團隊成員進行了全面地檢視，並根據關鍵技能以及這些技能與我們未來業務需求的匹配程度做出了決策。

結果是，我們將不得不與我們所熱愛和珍視的隊友們分道揚鑣。有很優秀的夥伴離開了 Airbnb，其他公司有他們的加入著實幸運。

為了照顧那些即將離開的員工，我們一一檢視了遣散、股權、醫療保健和就業支持，並盡最大努力以同理並周詳的方式對待每個人。

▍Process for making reductions

Our process started with creating a more focused business strategy built on a sustainable cost model. We assessed how each team mapped to our new strategy, and we determined the size and shape of each team going forward. We then did a comprehensive review of every team member and made decisions based on critical skills, and how well those skills matched our future business needs.

The result is that we will have to part with teammates that we love and value. We have great people leaving Airbnb, and other companies will be lucky to have them. To take care of those that are leaving, we have looked across severance, equity, healthcare, and job support and done our best to treat everyone in a compassionate and thoughtful way.

▍資遣費

Airbnb 在美國的員工將獲得 14 周的基礎工資，每滿一年額外增加一周。任期將四捨五入到最近的一年。例如，如果有人在 Airbnb 工作了 3 年 7 個月，他們將獲得額外 4 周的工資，或 18 周的總工資。在美國以外，所有員工都將獲得至少 14 周的工資，外加與其所在國家的具體做法一致的任期加薪。

▍Severance

Employees in the US will receive 14 weeks of base pay, plus one additional week for every year at Airbnb. Tenure will be rounded to the nearest year. For example, if someone has been at Airbnb for 3 years and 7 months, they will get an additional 4 weeks of salary, or 18 weeks of total pay. Outside the US, all employees will receive at least 14 weeks of pay, plus tenure increases consistent with their country-specific practices.

▍股權

我們將為過去一年內聘用的所有員工移除需待滿第一年的股權到期限制，這樣所有離職的員工，無論他們在公司工作了多長時間，都可以是 Airbnb 的股東。此外，所有離開的人都有資格以 5月25日作為行權日。

▍Equity

We are dropping the one-year cliff on equity for everyone we’ve hired in the past year so that everyone departing, regardless of how long they have been here, is a shareholder. Additionally, everyone leaving is eligible for the May 25 vesting date.

▍健康保險

在一場持續時間未知的全球健康危機中，我們希望限制醫療成本總負擔。在美國，我們將通過COBRA 覆蓋 12 個月的健康保險。在所有其他國家，我們將支付到 2020 年底的醫療保險費用。這是因為我們如非是在法律上不能繼續承保，就是我們目前的計劃將不允許延長。我們額外將透過 KonTerra 提供四個月的心理健康支持。

▍Healthcare

In the midst of a global health crisis of unknown duration, we want to limit the burden of healthcare costs. In the US, we will cover 12 months of health insurance through COBRA. In all other countries, we will cover health insurance costs through the end of 2020. This is because we’re either legally unable to continue coverage, or our current plans will not allow for an extension. We will also provide four months of mental health support through KonTerra.

▍就業支持

我們的目標是幫助離開 Airbnb 的隊友找到新的工作機會。以下是我們可以提供幫助的五種方式：

• 校友人才目錄 —— 我們將推出一個面向公眾的網站，幫助即將離職的隊友找到新工作。即將離職的員工可以選擇將個人資料、簡歷和工作樣本提供給潛在的雇主。
• 校友安置團隊 —— 在 2020 年的剩餘時間裡，Airbnb 招聘的很大一部分將成為校友安置團隊。留在 Airbnb 的招聘人員將為離職員工提供支持，幫助他們找到下一份工作。
• RiseSmart —— 我們通過 RiseSmart 公司提供四個月的職業服務，該公司專門提供職業轉換和就業安置服務。
• 員工提供校友支持 —— 我們鼓勵所有留下的員工選擇加入一個計劃，以幫助離職的隊友找到他們的下一個職位。
• 筆記型電腦 —— 電腦是找到新工作的重要工具，所以我們允許所有離職的人保留他們的蘋果筆電。

▍Job support

Our goal is to connect our teammates leaving Airbnb with new job opportunities. Here are five ways we can help:

• Alumni Talent Directory — We will be launching a public-facing website to help teammates leaving find new jobs. Departing employees can opt-in to have profiles, resumes, and work samples accessible to potential employers.
• Alumni Placement Team — For the remainder of 2020, a significant portion of Airbnb Recruiting will become an Alumni Placement Team. Recruiters that are staying with Airbnb will provide support to departing employees to help them find their next job.
• RiseSmart — We are offering four months of career services through RiseSmart, a company that specializes in career transition and job placement services.
• Employee Offered Alumni Support
We are encouraging all remaining employees to opt-in to a program to assist departing teammates find their next role.
• Laptops - A computer is an important tool to find new work, so we are allowing everyone leaving to keep their Apple laptops.

▍接下來會發生什麼呢？

我想盡快讓你們所有人知曉狀況。我們在 24 個國家/地區擁有員工，根據當地法律和慣例，提供清晰說明所需的時間各不相同。一些國家要求以非常具體的方式收到解僱通知。雖然我們的流程可能因國家而異，但我們在為每一位員工制定計劃時都力求做到深思熟慮。

在美國和加拿大，我可以提供直接的信息。在接下來的幾個小時內，即將離開 Airbnb 的人將收到一份日曆邀請函，邀請你們與本部門的一位高層領導參加離職會議。對我們來說，重要的是，在法律允許的範圍內，人們可以通過 1:1 的個人對話獲得信息。美國和加拿大離職員工的最後一個工作日將是 5月11日（星期一）。我們認為，週一將給人們時間開始採取下一步行動，並且有機會道別——我們理解並尊重這一點有多麼重要。

一些留下來的員工將賦予新的職位，並將收到主題為「新職位」的會議邀請，以瞭解更多相關信息。對於那些在美國和加拿大的 Airbnb 團隊成員，你將不會收到日曆邀請。

▍Here is what will happen next

I want to provide clarity to all of you as soon as possible. We have employees in 24 countries, and the time it will take to provide clarity will vary based on local laws and practices. Some countries require notifications about employment to be received in a very specific way. While our process may differ by country, we have tried to be thoughtful in planning for every employee. In the US and Canada, I can provide immediate clarity. Within the next few hours, those of you leaving Airbnb will receive a calendar invite to a departure meeting with a senior leader in your department.

It was important to us that wherever we legally could, people were informed in a personal, 1:1 conversation. The final working day for departing employees based in the US and Canada will be Monday, May 11. We felt Monday would give people time to begin taking next steps and say goodbye — we understand and respect how important this is.

Some employees who are staying will have a new role, and will receive a meeting invite with the subject “New Role” to learn more about it. For those of you in the US and Canada who are staying on the Airbnb team, you will not receive a calendar invite.

太平洋時間下午6點，我將為我們的亞太團隊主持一個 world@ 全球會議。太平洋時間上午12點，我將為我們的歐洲和中東團隊主持一個 world@ 全球會議。在每次會議之後，我們將根據當地的做法在每個國家開展下一步工作。

出於對我們受到影響的隊友的尊重，我已經要求所有
Airbnb 的負責人等到本週末再召集他們的團隊。我想給大家接下來的幾天時間來處理這個問題，我將在太平洋時間本週四下午 4 點再次主持一場 CEO 問答。

At 6pm pacific time, I will host a world@ meeting for our Asia-Pacific teams. At 12am pacific time, I will host a world@ meeting for our Europe and Middle East teams. Following each of these meetings, we’ll proceed with next steps in each country based on local practices.

I’ve asked all Airbnb leaders to wait to bring their teams together until the end of this week out of respect to our teammates being impacted. I want to give everyone the next few days to process this, and I’ll host a CEO Q&A again this Thursday at 4pm pacific time.

▍一些最後的話

正如我在過去八周所瞭解到的，危機讓你清楚什麼才是真正重要的。雖然我們經歷了一場旋風，但有些事情對我來說比以往任何時候都清楚。

首先，我要感謝 Airbnb 的每一個人。在這段痛苦的經歷中，你們所有人都激勵了我。即使在最糟糕的情況下，我也看到了我們最好的一面。世界現在比以往任何時候都更需要人與人之間的聯繫，我知道 Airbnb 會在這種時空背景下崛起。我相信這一點，正因為我相信你們。

第二，我對各位有一種深深的愛。我們的任務不僅僅是旅行。當我們創建 Airbnb 時，我們最初的口號是「像個人一般旅行」，人的部分總是比旅行的部分更重要。我們所關心的是歸屬感，而歸屬感的核心是愛。

▍Some final words

As I have learned these past eight weeks, a crisis brings you clarity about what is truly important. Though we have been through a whirlwind, some things are more clear to me than ever before.

First, I am thankful for everyone here at Airbnb. Throughout this harrowing experience, I have been inspired by all of you. Even in the worst of circumstances, I’ve seen the very best of us. The world needs human connection now more than ever, and I know that Airbnb will rise to the occasion. I believe this because I believe in you.

Second, I have a deep feeling of love for all of you. Our mission is not merely about travel. When we started Airbnb, our original tagline was, “Travel like a human.” The human part was always more important than the travel part. What we are about is belonging, and at the center of belonging is love.

對於留下來的你們，
我們向那些即將離開的人致敬的最重要方式之一，是讓他們知道他們的貢獻是重要的，他們將永遠是 Airbnb 故事中的一部分。我相信，他們的貢獻將繼續下去，就像我們的使命將持續不斷一般。

對於那些離開 Airbnb 的人，
我真的很抱歉。請知道這不是你的錯。世界永遠不會停止渴望你們帶給 Airbnb 的品質和才華……正是你們成就了 Airbnb。我衷心感謝你們與我們分享你們的天賦。

布萊恩

To those of you staying, One of the most important ways we can honor those who are leaving is for them to know that their contributions mattered, and that they will always be part of Airbnb’s story. I am confident their work will live on, just like this mission will live on.

To those leaving Airbnb, I am truly sorry. Please know this is not your fault. The world will never stop seeking the qualities and talents that you brought to Airbnb…that helped make Airbnb. I want to thank you, from the bottom of my heart, for sharing them with us.

Brian

【 一封 Co-founder & CEO Brian Checksy 的來信 (中英對照)】
中英對照：https://docs.google.com/document/d/1ctHqdvPxi3USzT1sxzabkcJhFcWlfkga5WMJUTviu0A/

原文：https://news.airbnb.com/a-message-from-co-founder-and-ceo-brian-chesky/
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今天稍早，Airbnb 聯合創辦人兼執行長 Brian Chesky 向 Airbnb 員工發送了以下訊息。
Earlier today, Airbnb Co-Founder and CEO Brian Chesky sent the following note to Airbnb employees.
這是我第七次在我家裡與各位發表談話。過去每次我們談話時，有好消息也有壞消息，然而今天我不得不分享一些非常令人難過的消息。
This is my seventh time talking to you from my house. Each time we’ve talked, I’ve shared good news and bad news, but today I have to share some very sad news.
當你們問我關於裁員的問題時，我曾說過沒有什麼不可能發生的事。今天，我必須坦承，我們正在縮減 Airbnb 的員工規模。對於像我們這樣一家以歸屬感為使命的公司來說，這是非常難以面對的，對於那些不得不離開Airbnb的人來說更是難上加難。我將盡可能詳細地分享我是如何做出這個決定的、我們正在為那些離開的人做什麼、以及接下來會有哪些事發生。
When you’ve asked me about layoffs, I’ve said that nothing is off the table. Today, I must confirm that we are reducing the size of the Airbnb workforce. For a company like us whose mission is centered around belonging, this is incredibly difficult to confront, and it will be even harder for those who have to leave Airbnb. I am going to share as many details as I can on how I arrived at this decision, what we are doing for those leaving, and what will happen next.
先從我們是如何作出這項決定的開始。我們正在共同經歷我們一生中最痛苦的危機，隨著危機的開始，全球旅行業都陷入停滯。Airbnb 的業務受到了重大的打擊，今年的收入預計不到 2019 年的一半。為了應對這場危機，我們籌措了 20 億美元的資金、大幅削減了成本，幾乎觸及了Airbnb的每一個角落。
Let me start with how we arrived at this decision. We are collectively living through the most harrowing crisis of our lifetime, and as it began to unfold, global travel came to a standstill. Airbnb’s business has been hit hard, with revenue this year forecasted to be less than half of what we earned in 2019. In response, we raised $2 billion in capital and dramatically cut costs that touched nearly every corner of Airbnb.
採取這些行動是必要的，但很顯然，當我們面對兩個嚴峻的事實時，我們必須更進一步：
我們不知道旅遊什麼時候會復甦。
當旅遊業復甦時，將有截然不同的樣貌。
While these actions were necessary, it became clear that we would have to go further when we faced two hard truths:
We don’t know exactly when travel will return.
When travel does return, it will look different.
雖然我們知道 Airbnb 的業務終將恢復，但它所承受的變化不會是臨時或是短暫的。於是，我們需要對 Airbnb 做出更多根本性的改變，圍繞更專注的商業策略，去減少我們的員工規模。
While we know Airbnb’s business will fully recover, the changes it will undergo are not temporary or short-lived. Because of this, we need to make more fundamental changes to Airbnb by reducing the size of our workforce around a more focused business strategy.
在我們 7500 名 Airbnb 員工中，近 1900 名成員將不得不離開Airbnb，佔我們公司的 25% 左右。由於我們不能像過去那樣顧及每項業務，這些削減必須與更聚焦的業務掛鈎。
Out of our 7,500 Airbnb employees, nearly 1,900 teammates will have to leave Airbnb, comprising around 25% of our company. Since we cannot afford to do everything that we used to, these cuts had to be mapped to a more focused business.
▍更聚焦的業務
未來在這世界旅行將截然不同，我們需要相對應地讓 Airbnb 進化改變。人們會希望有更像家、更安全、更經濟實惠的選擇。人們也會渴望某種感覺被奪走的東西——人與人之間的連結。當我們創立 Airbnb 時，它是建立於歸屬感和連結之上。這場危機使我們更加專注於根本、最基礎的事物、讓我們回到 Airbnb 真正的特別之處——每天都有人打理自己的房子，並提供各式各樣體驗。
這意味著，我們將需要減少對不直接支持我們的房東社區核心的活動的投資。我們暫停了在通行和 Airbnb Studio 方面的努力，我們不得不縮減在飯店和 Lux 的投資。
這些決定並不是反應這些團隊成員工作表現好壞，也不意味著這些團隊的每個人都會離開我們。除此之外，所有Airbnb的團隊都將受到影響。許多團隊的規模將根據他們與Airbnb的發展方向的對應程度進行縮減。
▍A more focused business
Travel in this new world will look different, and we need to evolve Airbnb accordingly. People will want options that are closer to home, safer, and more affordable. But people will also yearn for something that feels like it’s been taken away from them — human connection. When we started Airbnb, it was about belonging and connection. This crisis has sharpened our focus to get back to our roots, back to the basics, back to what is truly special about Airbnb — everyday people who host their homes and offer experiences.
This means that we will need to reduce our investment in activities that do not directly support the core of our host community. We are pausing our efforts in Transportation and Airbnb Studios, and we have to scale back our investments in Hotels and Lux.
These decisions are not a reflection of the work from people on these teams, and it does not mean everyone on these teams will be leaving us. Additionally, teams across all of Airbnb will be impacted. Many teams will be reduced in size based on how well they map to where Airbnb is headed.
▍我們如何進行縮編
重要的是，我們要有一套明確的原則，以我們的核心價值觀為指導，指導我們如何減少我們的勞動力。這些是我們的指導原則:
• 將所有縮減過的業務範疇和我們將需要的人手一一對應。
• 為那些受到影響的人盡可能提供協助。
• 在過程中持續地保持團隊多樣性。
• 為那些受影響的人提供 1:1。
• 等到所有細節都確定後再進行決策溝通——僅部分訊息的透明會讓事情變得更糟。
我已經盡了最大的努力來堅持這些原則。
▍How we approached reductions
It was important that we had a clear set of principles, guided by our core values, for how we would approach reductions in our workforce. These were our guiding principles:
• Map all reductions to our future business strategy and the capabilities we will need.
• Do as much as we can for those who are impacted.
• Be unwavering in our commitment to diversity.
• Optimize for 1:1 communication for those impacted.
• Wait to communicate any decisions until all details are landed — transparency of only partial information can make matters worse.
I have done my best to stay true to these principles.
▍還原決策過程
決策過程開始於建構一個更聚焦業務戰略的成本結構。我們評估了每個團隊如何適應我們的新戰略，並確定了每個團隊未來的規模和形式。然後，我們對每個團隊成員進行了全面地檢視，並根據關鍵技能以及這些技能與我們未來業務需求的匹配程度做出了決策。
結果是，我們將不得不與我們所熱愛和珍視的隊友們分道揚鑣。有很優秀的夥伴離開了Airbnb，其他公司有他們的加入著實幸運。
為了照顧那些即將離開的員工，我們一一檢視了遣散、股權、醫療保健和就業支持，並盡最大努力以同理並周詳的方式對待每個人。
▍Process for making reductions
Our process started with creating a more focused business strategy built on a sustainable cost model. We assessed how each team mapped to our new strategy, and we determined the size and shape of each team going forward. We then did a comprehensive review of every team member and made decisions based on critical skills, and how well those skills matched our future business needs.
The result is that we will have to part with teammates that we love and value. We have great people leaving Airbnb, and other companies will be lucky to have them. To take care of those that are leaving, we have looked across severance, equity, healthcare, and job support and done our best to treat everyone in a compassionate and thoughtful way.
▍資遣費
Airbnb 在美國的員工將獲得 14 周的基本工資，每滿一年額外增加一周。任期將四捨五入到最近的一年。例如，如果有人在Airbnb工作了 3 年 7 個月，他們將獲得額外 4 周的工資，或 18 周的總工資。在美國以外，所有員工都將獲得至少 14 周的工資，外加與其所在國家的具體做法一致的任期加薪。
▍Severance
Employees in the US will receive 14 weeks of base pay, plus one additional week for every year at Airbnb. Tenure will be rounded to the nearest year. For example, if someone has been at Airbnb for 3 years and 7 months, they will get an additional 4 weeks of salary, or 18 weeks of total pay. Outside the US, all employees will receive at least 14 weeks of pay, plus tenure increases consistent with their country-specific practices.
▍股權
我們將為過去一年內聘用的所有員工提供一整年的股權到期，這樣所有離職的員工，無論他們在公司工作了多長時間，都可以是 Airbnb 的股東。此外，所有離開的人都有資格以 5月25日作為行權日。
▍Equity
We are dropping the one-year cliff on equity for everyone we’ve hired in the past year so that everyone departing, regardless of how long they have been here, is a shareholder. Additionally, everyone leaving is eligible for the May 25 vesting date.
▍健康保險
在一場持續時間未知的全球健康危機中，我們希望限制醫療成本總負擔。在美國，我們將通過COBRA 覆蓋12個月的健康保險。在所有其他國家，我們將支付到2020年底的醫療保險費用。這是因為我們如非是在在法律上不能繼續承保，就是我們目前的計劃將不允許延長。我們額外將通過 KonTerra 提供四個月的心理健康支持。
▍Healthcare
In the midst of a global health crisis of unknown duration, we want to limit the burden of healthcare costs. In the US, we will cover 12 months of health insurance through COBRA. In all other countries, we will cover health insurance costs through the end of 2020. This is because we’re either legally unable to continue coverage, or our current plans will not allow for an extension. We will also provide four months of mental health support through KonTerra.
▍就業支持
我們的目標是幫助離開Airbnb的隊友找到新的工作機會。以下是我們可以提供幫助的五種方式:
• 校友人才目錄——我們將推出一個面向公眾的網站，幫助即將離職的隊友找到新工作。即將離職的員工可以選擇將個人資料、簡歷和工作樣本提供給潛在的雇主。
• 校友安置團隊——在 2020 年的剩餘時間里，Airbnb招聘的很大一部分將成為校友安置團隊。留在Airbnb的招聘人員將為離職員工提供支持，幫助他們找到下一份工作。
• RiseSmart——我們通過 RiseSmart 公司提供四個月的職業服務，該公司專門提供職業轉換和就業安置服務。
• 員工提供校友支持-我們鼓勵所有留下的員工選擇加入一個計劃，以幫助離職的隊友找到他們的下一個職位。
• 筆記本電腦——電腦是找到新工作的重要工具，所以我們允許所有離職的人保留他們的蘋果筆電。
▍Job support
Our goal is to connect our teammates leaving Airbnb with new job opportunities. Here are five ways we can help:
Alumni Talent Directory — We will be launching a public-facing website to help teammates leaving find new jobs. Departing employees can opt-in to have profiles, resumes, and work samples accessible to potential employers.
Alumni Placement Team — For the remainder of 2020, a significant portion of Airbnb Recruiting will become an Alumni Placement Team. Recruiters that are staying with Airbnb will provide support to departing employees to help them find their next job.
RiseSmart — We are offering four months of career services through RiseSmart, a company that specializes in career transition and job placement services. Employee Offered Alumni Support
We are encouraging all remaining employees to opt-in to a program to assist departing teammates find their next role. Laptops
A computer is an important tool to find new work, so we are allowing everyone leaving to keep their Apple laptops.
▍接下來會發生什麼呢？
我想盡快讓你們所有人知曉狀況。我們在 24 個國家/地區擁有員工，根據當地法律和慣例，提供清晰說明所需的時間各不相同。一些國家要求以非常具體的方式收到解僱通知。雖然我們的流程可能因國家而異，但我們在為每一位員工制定計劃時都力求做到深思熟慮。
在美國和加拿大，我可以提供直接的信息。在接下來的幾個小時內，即將離開Airbnb的人將收到一份日曆邀請函，邀請你們與本部門的一位高層領導參加離職會議。對我們來說，重要的是，在法律允許的範圍內，人們可以通過 1:1 的個人對話獲得信息。美國和加拿大離職員工的最後一個工作日將是 5月11日（星期一）。我們認為，週一將給人們時間開始採取下一步行動，並且有機會道別——我們理解並尊重這一點有多麼重要。
一些留下來的員工將賦予新的職位，並將收到主題為"新職位"的會議邀請，以瞭解更多相關信息。對於那些在美國和加拿大的 Airbnb 團隊成員，你將不會收到日曆邀請。
▍Here is what will happen next
I want to provide clarity to all of you as soon as possible. We have employees in 24 countries, and the time it will take to provide clarity will vary based on local laws and practices. Some countries require notifications about employment to be received in a very specific way. While our process may differ by country, we have tried to be thoughtful in planning for every employee. In the US and Canada, I can provide immediate clarity. Within the next few hours, those of you leaving Airbnb will receive a calendar invite to a departure meeting with a senior leader in your department.
It was important to us that wherever we legally could, people were informed in a personal, 1:1 conversation. The final working day for departing employees based in the US and Canada will be Monday, May 11. We felt Monday would give people time to begin taking next steps and say goodbye — we understand and respect how important this is.
Some employees who are staying will have a new role, and will receive a meeting invite with the subject “New Role” to learn more about it. For those of you in the US and Canada who are staying on the Airbnb team, you will not receive a calendar invite.
太平洋時間下午6點，我將為我們的亞太團隊主持一個 World@ 全球會議。太平洋時間上午12點，我將為我們的歐洲和中東團隊主持一個 World@ 全球會議。在每次會議之後，我們將根據當地的做法在每個國家開展下一步工作。
出於對我們受到影響的隊友的尊重，我已經要求所有Airbnb的負責人等到本週末再召集他們的團隊。我想給大家接下來的幾天時間來處理這個問題，我將在太平洋時間本週四下午4點再次主持一場 CEO 問答。
At 6pm pacific time, I will host a world@ meeting for our Asia-Pacific teams. At 12am pacific time, I will host a world@ meeting for our Europe and Middle East teams. Following each of these meetings, we’ll proceed with next steps in each country based on local practices.
I’ve asked all Airbnb leaders to wait to bring their teams together until the end of this week out of respect to our teammates being impacted. I want to give everyone the next few days to process this, and I’ll host a CEO Q&A again this Thursday at 4pm pacific time.
▍一些最後的話
正如我在過去八周所瞭解到的，危機讓你清楚什麼才是真正重要的。雖然我們經歷了一場旋風，但有些事情對我來說比以往任何時候都清楚。
首先，我要感謝Airbnb的每一個人。在這段痛苦的經歷中，你們所有人都激勵了我。即使在最糟糕的情況下，我也看到了我們最好的一面。世界現在比以往任何時候都更需要人與人之間的聯繫，我知道Airbnb會在這種時空邊下崛起。我相信這一點，正因為我相信你們。
第二，我對各位有一種深深的愛。我們的任務不僅僅是旅行。當我們創建Airbnb時，我們最初的口號是"像個人一般旅行"，人的部分總是比旅行的部分更重要。我們所關心的是歸屬感，而歸屬感的核心是愛。
▍Some final words
As I have learned these past eight weeks, a crisis brings you clarity about what is truly important. Though we have been through a whirlwind, some things are more clear to me than ever before.
First, I am thankful for everyone here at Airbnb. Throughout this harrowing experience, I have been inspired by all of you. Even in the worst of circumstances, I’ve seen the very best of us. The world needs human connection now more than ever, and I know that Airbnb will rise to the occasion. I believe this because I believe in you.
Second, I have a deep feeling of love for all of you. Our mission is not merely about travel. When we started Airbnb, our original tagline was, “Travel like a human.” The human part was always more important than the travel part. What we are about is belonging, and at the center of belonging is love.
對你們留下來的人，我們向那些即將離開的人致敬的最重要方式之一，是讓他們知道他們的貢獻是重要的，他們將永遠是Airbnb故事中的一部分。我相信，他們的貢獻將繼續下去，就像我們的使命將持續不斷一般。
對於那些離開Airbnb的人，我真的很抱歉。請知道這不是你的錯。世界永遠不會停止渴望你們帶給Airbnb的品質和才華……正是你們成就了Airbnb。我衷心感謝你們與我們分享你們的天賦。
布萊恩
To those of you staying, One of the most important ways we can honor those who are leaving is for them to know that their contributions mattered, and that they will always be part of Airbnb’s story. I am confident their work will live on, just like this mission will live on.
To those leaving Airbnb, I am truly sorry. Please know this is not your fault. The world will never stop seeking the qualities and talents that you brought to Airbnb…that helped make Airbnb. I want to thank you, from the bottom of my heart, for sharing them with us.
Brian

#專業的來了
#口譯真是不簡單

🌐 #葉克膜 與 #活摘器官 的翻譯紛擾🌐

小編截取一段 #葛特曼 先生與多個翻譯版本中英對照的內容，以下提出比較，請看倌參考指教！

內容排列如下，
✅小編耳朵聽到的英文原文
A)是現場口譯版本
B)是民報版本
C)是ptt鄉民版本
D)是小編我自己的版本

✅ I don't put words in people's mouth.

A) 我不會講人家沒講過的話。
D) 我不會誘導別人講我要的話。

⭕️ 感謝網友建議這句話 #直譯，我不會把話硬塞到人家嘴巴。還有一個古典的 #意譯，我不會張冠李戴、搬弄是非。
⭕️小編認為翻譯要能連貫及表達正確，除了前後文與脈絡很重要以外，語言邏輯也不可忽略，最後是策略決定了譯文風格。

🔹我不會講人家沒講過的話🔜
換句話說，我講的都是人家講過的話
🔹我不會把話硬塞到人家嘴巴🔜
換句話說，都是人家主動講的、不是我栽贓人家；或是，對方完全沒有說
🔹做完以上語言邏輯練習，再來是前後文訓練
▪️前文是記者問，是否柯醫師親口跟你講的？
▪️後文是葛特曼開始解釋中間人的角色。
▪️所以到底這整段翻譯為何？請看下面的小結⭕️

✅ The best description I can come out with for the documents we both agreed on, me and Dr. Ko, was middleman. He was a middleman.

A) 我跟柯文哲多次通信後，我們達成共識就是，他在這件事情的角色上是中間人。
D) 從這些我們都同意的文件看來，最能描述柯醫師的一句話就是，他是中間人。

⭕️以下小結前面這兩段話的
前提是蘋果日報記者發問：您說柯醫師已經在大陸為他的病人安排好診療，請問這部分是柯醫師親口跟你講的嗎？
葛特曼回答：柯醫師並沒有親口講，#他沒有講的我不會說他有。然而從這些我們都同意過的文件看來，最能描述柯文哲的一句話就是，他是中間人。

✅ There are three ways that Dr. Ko was valuable to a conference like the one we just saw.

A) 在器官活摘這件事情上面，柯文哲他扮演了至少三個角色。

❌雖然這句譯文幾乎是整個記者會葛特曼對柯醫師的指控，然而在這裡小編認為有 #超譯 的嫌疑。這裡主詞不是器官活摘，”至少”三個角色好像暗示還有更多，口譯一定是太緊張了～ 另外，”扮演三個角色”這樣的譯風還是很不錯的。

B)柯文哲對中國那場研討會上，至少提供了3個面向的價值。

❌咦、哪來的至少？還有第四、第五嗎？
⭕️英文的a, one, the 的差別主要是在指定或泛稱，這裡的 a 沒有指定名目與數量，one 是指器官移植研討會，the one是限定葛特曼剛剛出示的2008年在中國的那場。

C) 柯醫生(可能)有三種方式對於像是我們剛剛看到的研討會有價值

❌這種中文語句完全不通順。

D) 例如在我們剛看的那樣的研討會中，柯醫師有三種價值。

✅ These are rather monstrous people that I was going through. There are a lot of terrible people in that conference。It's like pirates or something.

A) 在2008年的研討會上有許多很不好的人。
D) 研討會上有很多差勁的人，這些人人面獸心，有如強盜還是什麼的一樣。

✅ The first way of value, he was a conduit, potential conduit to Taiwanese patients. Foreign organ tourists who will pay more for organs than the Chinese person will.

A) 第一點，柯文哲扮演中間人的角色，他讓台灣比較有錢的所謂器官旅客可以前往中國。

❌ 有錢是跟誰比啊？器官旅客應該只有需求、沒有貧富。

B)第一，他是一個潛在的砝碼（potential counterweight）讓一些願意「付更多」的台灣病人，更加有意願前往中國。

❌ 很抱歉 #counterweight 在這裡語意不通之外，其實完全聽錯葛特曼的用字。
❌ 付更多？不是說好有折扣價嗎？😝
❌ will 在這裡跟意願無關，是需求。

C)
The first way is valuable that is ,he is a conduit, potential conduit to taiwnese patient , for organ tourism who will pay more for organs than chinese patient will.
第一種價值呢，他是個"溝通橋梁"，台灣病患的"潛在""溝通橋梁"，對於那些願意為了器官比中國病患付更多錢的器官旅客來說

⭕️ #conduit 這個字很有意思、發音也很好聽，是導管、管道的意思。不是很容易聽出來的單字，恭喜這位ptt鄉民的實力！不過，小編認為譯為管道會比溝通橋樑來的好，因為conduit 的意思已經清楚明顯、不需要贅字形容或延伸、更不需要(“ ”)限定。potential在這裡是形容詞，表示潛在、可能存在，不是名詞表示潛力實力。

❌ #for_organ_tourism 是錯聽，也是文法錯誤、也不是習慣用法。還有鄉民的中英譯文也不一致！#Foreign_organ_tourist 才是葛特曼說的話，因為上一句話說完時有明顯語氣的結束，且下一句是完整的複合子句。另外，一般習慣用法是 #organ_tour器官旅遊，或是 #medical_tourism醫療觀光。

D)第一種價值是，柯文哲是個管道，透過這個管道有可能接觸到台灣的病人。外國器官遊客比中國病人付出更高價錢買器官。

✅ The second way that he was important to them was that He was selling Medtronic ECMO products which are some of the best in the world. They're from America. Very very good company in Minnesota.

A) 第二個角色他作為推銷員的角色，他把美敦力生產的葉克膜器材賣到中國大陸去， 美敦力它製造非常先進的機器。
B)第二，他將美敦力（Medtronic）所製造的ECMO推銷給中國。

C) 第二種方式是，他正在銷售美敦力ECMO產品，這是世界最好的，在美國明尼蘇達州非常好的公司

❌正在銷售？很抱歉、這估狗翻譯的痕跡很明顯～這位鄉民偷懶哦！

D) 第二種價值是，柯醫師會賣美敦力葉克膜器材，這是世界級機器、美國製造的，公司很不錯、在明尼蘇達州。

🌐#大概最有爭議的就是接下來這段了🌐

✅ The third way was that he was teaching them ECMO techniques, and this is the worst because it created, whether you meant to or not. It was creating perverse incentives to kill Falungong, #Uyghurs, #Tibetans, #House_Christians.

⭕️ 後記：這段話的最後這三個字是在葛特曼說話結束、語氣漸弱的結尾，真的很不容易聽清楚了，其他人沒有版本也是這個原因。小編一再考慮是否切掉、是否就我現有的聽譯呈現、幫忙確認的英語母語人士有時間差，在考慮第一時間提供版本給大家的急迫性，小編體力下降腦力燒盡天空已亮起的考量下，決定有什麼貼什麼、讓出機會讓大家來訂正。果真，往上再出力幫忙修正的高手也來了，感謝🙏

A) 第三個，柯文哲扮演的角色，他扮演導師的角色，教導中國如何使用葉克膜技術 #在這個器官活摘上面，這個是我認為最邪惡的部分。

❌這裡的爭議是，葛特曼是否直接說柯醫師教葉克膜用在活摘器官嗎？🙀

B)第三，柯文哲教導中國如何使用葉克膜的技術，也是最糟的部分，無論柯有意無意，這 #助長（perverse incentive）中國殺害法輪功民眾。

❌ 雖然perverse incentives 不是直接對譯成助長，到底誰助長中國殺害法輪功，這可是葛特曼沒提到的問題。民報的版本很通順，就差在助長。

C)
The third way that he was teaching them ECMO technique ,and this is the worst because it creative, whether #he #mentally or not, he was create a #provoke incentive to kill Falun Gong #paticent
第三種方式是他教他們ECMO技術，這是最糟糕的，因為這創造了一個，#無論他是否意識到，他製造了一個 #良好環境，讓他們殺死法輪功的 #病患

❌很可惜ptt鄉民這句錯太多了
❌柯製造良好環境、讓中國殺人？
❌法輪功身體很好內、怎會是病患？

D) 第三種價值是，柯醫師教授葉克膜的技術。這個最糟糕，因為不管有意或無心，#已經造成一種帶有殺傷力的反效果。也就是葉克膜技術被利用來殺害法輪功、維吾爾人、藏人、地下天主教信徒。

❌ 小編對於 perverse incentives 原來版本是「這造成了一種不正當的鼓勵」。在小編睡飽了後、考察網友建議 perverse incentives 是反效果，改了譯文為 #已經造成一種帶有殺傷力的反效果。至於成衣業者使用「誘因」這個譯文，很抱歉這個用詞不正確也不中立。
❌小編感謝網友留言訂正維吾爾族人Uyghurs 以及 House Christians天主教(或是新教更正確)地下教會的人。英語母語人會發音為 /ˈwiːɡər/ ，小編聽譯覺得是wingers，母語人士也確認。雖然整句話還是怪，但時間壓迫下沒有空再做確認因此誤用。是housed 還是house，在沒有確認下決定原稿釋出，請大家指正。

#口譯真的壓力很大向口譯致敬

#小編心得報告 翻譯永遠沒有完美，翻譯也永遠值得考究，口譯筆譯(惺惺相惜)所面對的條件都是不同挑戰，小編無惡意批評其他譯作，很多時候只有風格不同，不一定都是對錯。以上各版本及網友不斷留言的版本與註釋(正確嚴謹與否看倌判斷，小編對所有留言保持開放歡迎參與)，除了提供各個面向，也同時顯露出更多的缺口。小編手上沒有第九章資料，完全根據記者會的聽譯，基於這是高爭議性議題，且壁壘分明的立場參雜其中，小編秉持專業譯者的態度，完全忠於所聽所說的原文做出專業水準的呈現。小編感謝所有支持的朋友與所有人的關注！

🌐 這一夜我們都是譯者💪🌐

來源-

B)民報版本
http://www.peoplenews.tw/…/a9564753-53bd-4b76-81ee-b861d304…

C)ptt鄉民版本
https://www.ptt.cc/bbs/HatePolitics/M.1538483274.A.579.html

#柯文哲 #屠殺