I have a friend who's been placed on performance probation at the office. He has been given a little over five weeks to turnaround his performance or have his job terminated. Needless to say, he is in panic mode as he really wants to keep the job with a wife at home nursing a baby. We're all at this period looking for ways we can help out while at the same time knowing fully well that we must also look out for ourselves. He lamaneted on a number of things, but I think the most striking was the numbers he had done in the past for the company and how little it counted when they took what he perceives as a rather harsh decision.
Of course in 2024 layoffs are not a new thing. We see them all the time even with the biggest of companies. They also cut across board and can affect anyone no matter how skilled. Prior contribution to the company's success may count but it counts for very little when faced with the present day performance challenges. Companies have an insatiable desire for growth and if they aren't doing so consistently, best believe big changes are on the horizon. I understood the reaction of my friend to be an emotional one even though it might seem a bit naive to those who have been in the business space for a while.
No matter the previous years success, every year comes with a fresh beginning and brand new expectations that are waiting to be met. Failure to match them oftentimes means total performance failure, period. There is no average performance taken against the previous years. Only really benevolent companies or employees who have proven themselves indispensible may get such grace. This is why companies pay big bonuses for the matching of goals of the previous year, a sign that all obligations have been met. It also brings another interesting angle to things, that's whether employers should remain loyal to a company in the event of better opportunities.
I think the loyalty question is one that extends beyond the simple business environment. Many social interactions these days are transactionionary and have to do with beneficial outcomes. It is difficult to go through with something that purpots little value. Yet loyalty, through thick and thin has been seen as a virtue over the generations. Any right thinking person should build an atmosphere of trust and rewards for Loyalty. If performance is the only indicator for loyalty from both employees and employers then something is fundamentally broken in the system and needs fixing.