「你們永遠會是Airbnb故事中的一部分...」創辦人裁員1/4的千字告白

今天稍早，Airbnb聯合創辦人兼執行長布萊恩．切斯基（Brian Chesky）向Airbnb員工發送了以下訊息。

這是我第7次在我家裡向你們發表談話。每一次我們談話時，我都會分享好消息與壞消息，而今天，我不得不分享一個非常令人難過的消息。

過去你們問我是否會裁員，我說，沒有什麼是不可能發生的事。今天，我必須坦承，我們決定縮減Airbnb的員工規模。對於我們這樣一間重視歸屬感的公司而言，這非常難以面對，尤其是那些必須離開Airbnb的員工。關於我如何下這個決定、我們會為離開的員工做些什麼、以及接下來會發生什麼事，我現在會盡我所能分享各種細節。

先從我們怎麼做出這個決定開始。我們正在共同經歷我們一生中最痛苦的危機，隨危機發展，全球旅遊業陷入停頓。Airbnb的業務備受打擊，我們預估今年的營收將會低於2019年的一半。因此，我們前陣子才會籌措20億美元的資金，並且突然地削減幾乎所有Airbnb業務的成本。

採取這些行動是必要的，但很顯然，我們必須更進一步，因為2個嚴峻的事實正擺在眼前：

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

我們很確定Airbnb的業務終將回歸，但它所經歷的改變既不會是暫時的，也不僅是短時間轉變。因此，我們需要透過縮減人力規模，做出根本性的改變，專注在更核心的商業策略上。

我們7,500名Airbnb員工之中，將有接近1,900名夥伴必須離開Airbnb，佔我們公司25%。由於我們不能像過去一樣顧及每一項業務，此次人力縮編，將會映射出更核心的業務。

▍更聚焦的業務
在疫情後的新世界裡，旅遊業將截然不同，我們必須讓Airbnb跟著一起進化。人們會想要有離家更近、更安全、更經濟實惠的選擇；但同時，人們也會渴望一種感覺從他們身邊被奪走的東西－－人與人之間的連結。當我們創立Airbnb的時候，我們的理念就是關於歸屬和連結。這場危機促使我們回到根本、回到基礎、回到Airbnb真正獨特之處－－每天都有人共享他們的房子，並且提供各式各樣的體驗。

這意味著，針對沒有直接支持我們的房東社群核心的活動，我們將削減投資。我們將暫緩運輸部門以及Airbnb Studios，也必須縮減在飯店和Lux的投資。

這些決定和這些團隊的成員表現無關，也不代表這些團隊的所有成員都將離開我們。除此之外，其實所有Airbnb的團隊都會受到影響。依據團隊和Airbnb未來藍圖的對應程度，許多團隊的規模會縮減。

▍我們如何進行縮編
重要的是，我們要有一套明確的原則，以我們的核心價值作為指導，引領我們進行人力縮編。以下是我們的指導原則：

• 將所有因應未來商業策略的縮編，與我們需要的能力一一對應。
• 為受到的影響的人盡可能提供協助。
• 堅定支持團隊成員的多樣性。
• 為受到影響的人提供完善的一對一溝通。
• 等到所有細節落定以後，才進行決策溝通－－因為公開片面訊息會讓事情變得更糟。

目前，我已經盡我所能忠於這些原則。

▍還原縮編過程
我們首先制定一個更聚焦的商業策略，立基於財務上能夠永續執行的模型。我們評估每個團隊和新策略的對應程度，接著決定未來每個團隊的規模和形式。緊接著，我們全面檢視每一位團隊夥伴，依據他們具備的關鍵技能，以及這些技能和未來業務需求匹配的程度，決定誰走、誰留。

結果是，我們不得不跟一些我們深愛與珍視的夥伴分道揚鑣。我們將有一些很優秀的人離開Airbnb，那些未來有他們加入的公司真的很幸運。

為了照顧即將離開的員工，我們羅列了資遣、股權、醫療保險和就業支持的項目，盡我們最大的努力，用同理且周全的方式對待每一個人。

▍資遣費
在美國的員工將收到14週的基本工資，年資每多1年額外增加1週，聘用時長將四捨五入到最近的一年。舉例來說，如果某人在Airbnb工作了3年又7個月，他將拿到額外4週的工資，或是說18週的總工資。在美國以外的地區，所有員工將收到至少14週的工資，外加其所在國家分公司採用的聘期加薪。

▍股權
過去一年雇用的員工，我們將為他們移除必須待滿一年才能取得股權的限制。如此一來，所有離開的員工，不管他們待了多久，都可以成為Airbnb的股東。此外，對於所有離開的人，5月25是條件生效的給予日。

▍醫療保險
在這一場不知何時才會結束的全球健康危機中，我們希望能減輕離開員工的醫療負擔。在美國，我們將透過延續醫療承保（COBRA）持續支付12個月的醫療保險。在其他國家，我們會持續支付醫療保險費用到2020年底，時間上比較短是因為，在法律層面，我們不能再繼續支付保險，或是我們目前的計畫不允許延長。我們也會透過KonTerra組織，提供4個月的心理健康支持服務。

▍就業支持
我們的目標是幫助即將離開的Airbnb夥伴找到新的工作機會。以下是5個我們可以幫上忙的地方：

• 畢業員工人才目錄－－我們會推出一個公開的網站，協助離開的夥伴找到新工作。離開的員工可以自由選擇提供個人資料、履歷和工作樣本，以曝光給潛在的雇主。
• 畢業員工安置團隊－－2020年剩下的時間裡，Airbnb招募工作很大一部分會轉移到畢業員工安置團隊。繼續留在Airbnb負責招募的員工，將為離開員工提供協助，幫它們找到下一份工作。
• RiseSmart－－RiseSmart是一間專門提供職涯轉換和工作安置服務的公司，我們將透過該公司提供4個月的職涯服務。
• 員工提供給畢業員工的支持－－我們鼓勵留下來的員工自由參加一個計劃，協助離開的成員找到下一份職位。
• 筆電－－電腦是找到新工作的重要工具，所以我們讓離開的員工都可以保有他們的蘋果筆電。

▍接下來會發生的事
我想盡快提供接下來的具體施行做法。我們在24個國家有員工，每個地區提供具體施行做法所需花費的時間，將會依據當地法律和做法而有所不同。有些國家要求用特定的方式，通知員工裁員事宜。雖然我們的流程可能因國家而異，我們努力周全地替每一位員工設想。

針對美國和加拿大地區，我可以提供直接的具體資訊。接下來幾個小時內，即將離開Airbnb的員工會收到邀請，加入由部門高層主管主持的離職會議。重要的是，在法律允許的範圍內，員工會透過經由1對1的方式得知消息。美國和加拿大離開同仁的最後一個上班日是5月11日星期一。我們認為，星期一能夠給予人們邁開下一步以及說再見的時間－－我們理解和尊重這件事有多麼重要。

一些留下來的員工將被賦予新職位，並將收到名為「新職位」的會議邀請，以進一步了解詳細內容。對於美國和加拿大待在原本團隊的員工，則不會收到會議邀請。

太平洋時間下午6點，我將為我們的亞太團隊主持world@全球會議。太平洋時間上午12點，我則會為歐洲和中東團隊主持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夥伴的尊重，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消化這個訊息，我將在太平洋時間本週四下午4點再次主持一場執行長問答。

▍一些後話
過去8週，我了解到，危機讓你清楚知道，什麼才是真正重要的。雖然我們正在經歷一場風暴，有些事情在我看來比以往都來得更加清晰。

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。現在，世界比以往任何時候都更需要人與人之間的連結，我知道Airbnb會在這樣的時機下復活。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。我們的使命不僅僅是關於旅行，當我們創立Airbnb時，我們最初的標語是「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。

致留下來的你們，
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，他們永遠會是Airbnb故事中的一部分。我相信，他們的貢獻將延續下去，就像我們的使命永續不斷一樣。

致即將離開Airbnb的人，
我真的很抱歉。請明白，這不是你的錯。世界永遠不會停止追尋你們曾帶給Airbnb的特質和才華……是你們成就了Airbnb。我打從心裡感謝你們與我們分享你們的天賦。

布萊恩

原文全文如下：

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.
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.

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.

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.

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.

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.

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

核稿編輯：李頤欣