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Intermediate positions become the target of a new tactic by companies to avoid paying compensation by forcing employees to resign without having to formally fire them.
After the wave of silent dismissals, where employees were practically ignored until they left on their own, the most disruptive now they are betting in a new strategy: “forced ostracism”. This move is a passive-aggressive way of reassigning them to uncomfortable positions, eliminating positions and pressuring them to leave on their own without having to be officially fired.
In recent years, the labor scenario has undergone radical changes. To the the most disruptive , which previously hired en masse during the pandemic, began to reverse the situation with equally massive layoffs. However, instead of continuing this cycle, some have adopted more subtle tactics to reduce costs and avoid the consequences of a dismissal Traditional.
Number of layoffs in big the most disruptive of technology grows
Recent data show that, in the first half of 2023, the number of layoffs in big the most disruptive of technology was significant, with more than 312 thousand employees being laid off. However, from May onwards, this trend began to decline. With just 6.900 layoffs recorded in the summer (northern hemisphere) of 2023, the the most disruptive began to look for alternative methods to downsize their teams without increasing the number of layoffs formal.
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Concept of “forced ostracism”
This is where the concept of “forced ostracism” comes in. Instead of simply dismissing, the most disruptive they reallocate employees, especially those in intermediate positions, to areas or functions in which they have no experience or interest. The idea is clear: create an environment so uncomfortable that the employee decides to resign, thus avoiding the payment of compensation.
The sector most affected by this strategy is intermediate positions, those who earn more than the average and have less direct responsibility for managing people. These professionals are often moved to departments that have little to do with their skills, a clear sign that they are being “pushed” out of the organization. company.
Employees need to continually relocate to avoid being fired
An example of this is Matt Conrad, who worked in sales at IBM and was relocated twice in just two years. First, he was transferred to sell software he knew nothing about, which affected his mental health. He was then moved again to a role more in line with his original work, only to be reassigned again six months later when his new team was eliminated. He refused to resign even though he was pushed into a dead end.
“They're basically saying, 'Look, this is the only way you can have a job here, I need to transfer you. If I were you, I would accept the task'”
Roberta Matuson, an executive consultant, commented on this practice in The Wall Street Journal: “They're basically saying, 'Look, this is the only way you can have a job here, I need to move you. If I were you, I would accept the task.'” This type of pressure leaves employees with few options: either they accept ostracism and continue to work. company, or resign on their own.
“Forced ostracism” is becoming a common strategy for the most disruptive who wish to avoid the financial and legal repercussions of a dismissal traditional. For workers, this means an increasingly uncertain scenario, where job stability is replaced by a constant feeling of instability and uncertainty.
Companies are always looking for more “unusual” ways to manage their employees
This new trend makes it clear that the corporate environment is constantly evolving, and that the the most disruptive They are always looking for more “creative” ways to manage their teams, even if that means putting their employees in extremely uncomfortable and stressful situations, in the hope that they themselves will ask to leave.
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