Honest People Aren’t Fools: When They Leave, the Company Loses

  Whether “honest people” who are hard-working and willing to take on responsibilities are treated kindly or squeezed hard reflects the values ​​of a company, especially the person in charge.
  Almost every unit has some “people who are least likely to leave”: those who have just given birth, are still paying off car and house loans, are elderly and are hospitalized. In short, they are burdened with heavy family burdens or financial pressure and are in urgent need of a decent salary support. The kind of person who seems very obedient and doesn’t dare to change jobs. This kind of people are often regarded by their bosses as the least capable, on the grounds that capable people would have changed jobs long ago. Therefore, you can usually bully them as much as you want, and it doesn’t matter if you give them a lower salary. Once they are able to accept various overtime work despite low wages, it further confirms their boss’s assessment of “incompetence.”
  But reality often gives these self-righteous bosses a big mouth. “Why do employees who bosses think are least likely to resign often ask to resign?” This question is very popular on Zhihu. A large number of cases of “people least likely to leave” who choose to leave angrily at a special moment show that these people are not incompetent, but their kindness and forbearance have been let down by their bosses.
  One respondent told his own story. He joined a software company a few years ago. There were only 20 people in the company, and the entire company was made up of relatives of the boss. It was just a “family workshop.” The respondent’s department head is the boss’s nephew and he doesn’t like him. Because the person in charge feels that the respondent has gone to college and is relatively difficult to manage. He has a junior high school education and his last job was as a network administrator. The boss was gentle and valued the respondent, so he gave him the job of external bidding. He did a good job and was praised by the boss in front of all the employees.
  Later, the boss asked him to help recruit and interview people. He hired a very useful person and was praised by the boss. Then, the accountant was about to have a baby, and his boss asked him to help. At this time, he was already too busy, but he agreed. The boss was very grateful to him and felt that he was his right-hand man. However, when he got the salary schedule, he found that his salary was less than half the salary of other people in the same position, the lowest in the company. Even the performance awards that others have, he doesn’t have.
  ”Three days later, I found a new job with a salary three times the current salary. Food and accommodation are included. I resigned decisively.” He gave a nonsensical reason for leaving the job, which was “to be a group performer.” After the boss came back from overseas, he scolded the person in charge, asked him if he had been wronged, and then advised him not to be fooled. But the respondent was unmoved, and the boss immediately said that he was irresponsible.
  The respondent is very happy working in his new unit. He then lamented that not talking about money at work was boring, and he regretted not leaving earlier.
  After reading this story, I immediately thought of an old colleague of mine. Twenty years ago, we worked at a magazine in Zhongyuan. My old colleague has very strong professional skills. He is the head of the editorial department where I work, and he respects me very much.
  At that time, I had just transferred from the army and wanted to find a transitional job. In this small unit with only about ten people, I was the person the leaders were most worried about leaving because I had confided that my ideal was to work in a large media company. A career. My boss asked the office director to talk to me several times and give me some high-profile advice. He also hoped that I could work with peace of mind, that the magazine would develop greatly in the future, and that everyone’s life would be better and better, and so on.
  The head of my department is a typical “person least likely to leave” in the leader’s mind. She is always hardworking and never complains, and she often suffers from extra work but silently endures it. She commutes to get off work on a particularly shabby bicycle, giving the impression that she is from an average family.
  This magazine likes to organize weekend team building for employees. However, the cost of team building must be deducted from personal wages. I resigned after working for more than a month, and soon I heard that she had also moved to her next job. When contacted by text message, she told me: “The salary now is three or four times what it was before, but the work is much less. The key is that the boss values ​​​​it very much, and the company pays for outings.” The last straw for her was “the group” Do you pay for the construction costs yourself?” Obviously not.
  To sum up, the above-mentioned respondent and my old colleague have all experienced the process of being “calculated” by their superiors: they were manipulated by the boss into “increasing the quantity without increasing the price.”
  In particular, the respondent’s former boss was nepotistic and could change his attitude every minute. He was considered a hypocrite. If you think about it carefully, you will know that the boss and his nephew are one who is a good person and another a bad person. Their core purpose is to manipulate the honest person and make him pay more but only get vain praise.
  In fact, there is no “person least likely to leave” in the world. There are only people who repeatedly consider the gains and losses of their interests. As an ordinary person, who can not talk about money, gains and losses? Many people who seem “least likely to leave” are just waiting for an opportunity to turn around and leave.
  This phenomenon of being forced to run away can only show that treating others as fools is the biggest fool. When the talent that best embodies plug-and-play leaves you, the embarrassment you face will not be resolved in a short time. As the respondent said, the original head of the department called and said: “The company needs you, come back.” However, the respondent knew very well that no one could complete the work he originally did.
  There aren’t that many honest people in the world who won’t talk to you about money and will just happily work more.
  When honest people who appear to be “honest and can be bullied” come up with their own countermeasures, the warning to the leaders of the employer may be even more shocking. Unfortunately, many leaders are self-righteous and self-willed and lose the best opportunity to retain people’s hearts.
  Many managers are actually playing a kind of power trick on “people who are least likely to leave”, or they are conducting a kind of extreme test, squeezing honest people to the extreme. They think they have mastered the weaknesses of honest people. For example, they believe that those middle-aged people who have seniors and juniors do not dare to fight in order to keep their jobs and will only accept the situation, or they believe that subordinates who have discovered a certain “weakness” can only be obedient. obedient. But they forgot one thing: the spring will break if it is tightened, and the rabbit will bite if it is anxious. I once witnessed an “honest person” who was working as a five-year employee revolted, resigned, and left. After he realized that there is dignity above work, it was not surprising that he would do something that his colleagues regarded as “crazy.” Isn’t that what “you can’t bear anymore”?
  In the final analysis, whether “honest people” who are hard-working and willing to take on responsibilities are treated kindly or squeezed hard reflects the values ​​of a company, especially the person in charge.

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