| Most of the reactions both here and on LinkedIn seem to miss a crucial fact: this story happened in Belgium. In Belgium, employees must be notified in advance before they are let go: you send them a letter stating "your contract will end in 12 weeks", they keep working for you for 12 weeks, and then they leave. Employees are usually expected to pass on their knowledge to other team members and wrap up their current projects before they leave. And they are getting paid for it. This is not the story of a CEO who fired out an employee on the spot, then tried to get back in touch later because they found out they still needed him. This is the story of a CEO who told an employee that they would be let go three months from now, then asked them to help after hours---something that they had done previously---only to find that they were not motivated enough to do it anymore. And this is what makes the story interesting: it's not a ridiculous caricature that you can point and laugh at ; it has all the real-life ingredients that you can easily find in the average company. - Employers and employees who assume that "professionalism" means volunteering to work beyond the scope of a work contract. - Employers who forget that loyalty is an essential factor in the motivation of many employees. - A CEO who made the tradeoff of not having a dedicated 24/7 support team, and whines when the inevitable outage happens and there is no one to handle it. I believe the original author herself said it best: "So your best bet is to hire people who share your passion, willing to 'volunteer' on such occasions." No one is passionate about staying long hours to fix a production server. But they might be passionate about building a product that can make them proud. Their product. And once they feel it's not their product anymore, the passion is gone, and they'll be home by 7pm with their cell phone turned off. |
I believe the story remains a caricature, for the following reasons:
1/ she terminated him because she determined there was no more need for his skills. Expecting overtime after that is admission that she was at best too early, and probably just wrong. Planning is one of the key competences expected from a CEO.
2/ she's surprised that he won't work more than he's paid for. That's a caricatural misunderstanding of how people relate to their job; from a farmer or a plumber it might pass, but coming from a CEO of HR-oriented companies, that's nothing short of crass incompetence.
3/ basic fairness: during employment, she kept paying him money because it was the only way to get some work done; she should expect the flip side: that he only works when it's the only way to keep making money. And he's not even slacking at work, is just doing no more than what he's paid for. This gives the whole story an "entitled brat" vibe IMO.
> "So your best bet is to hire people who share your passion, willing to 'volunteer' on such occasions."
That line kills me. Seriously, who's passionate about yet another online CV sharing app? Which probably has to be unbearably pushy with its users, since LinkedIn has long eaten everyone's lunch on this market? She's no Elon Musk, and the only things that could foster passion for her business are stock options.
That argument is always used by people in boring businesses, rarely by those who'd be legitimately entitled to use it--I guess those don't need to.