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An old boss of mine told me long ago something I have never forgotten and which has at least helped keep me out of trouble most of the time. He said, "The moment you start thinking you're indispensable is the same moment management has started trying to find a way to replace you. Maybe they'll succeed, or maybe they won't, but management is single-minded. They will always be trying." People who believe otherwise are living a fantasy. I do not wish ill toward these people; I truly hope their fantasy remains intact, and for some, it does. But for far too many, I'm afraid the illusion will be shattered some day.
Allow me to offer an example:
I work for a company that sells service disguised as a product. To offer this service, we need a mechanism to provide it. Traditionally, and logically, this mechanism has been people, all kinds of people doing different sorts of jobs that, combined, amount to providing the service itself. Increasingly, sales people (the people who convince consumers to purchase our service) have become more important than the direct service people (the people that actually provide the service). The company has regularly raised base salaries, incentives, benefits, commissions, bonuses, etc. Human resources has held job fairs, given hiring bonuses, paid bonuses to existing employees who refer a person successfully hired, all to try to hire new sales people to meet the increasing demand to acquire customers. The company has been restructured several times over to redirect resources to the sales division, to allow it to hire more people, offer those people more money, provide more training. The direct service sector of the company has suffered for this as wages have not kept up with those provided in the sales division and as benefits have been frozen or in some cases cut to allow more resources to be shifted.
A few months ago, a department in the sales division that employed those sales people who regularly had the highest sales numbers had its mission redirected to assisting other sales departments increase their efficiency. They continued in their regular roles but also took the place of other sales people, working among them, to help train them and overall increase the numbers throughout the division. The whole process worked very well as far as sales was concerned. These people increased their own numbers and the numbers of everyone around them. The bottom line of the company was improving on a daily basis, it seemed.
Direct service divisions weren't too happy, though. They argued, quite correctly, that without them the company didn't exist. They were, they said, indispensable. Sales were necessary of course, but if you have nothing to sell that the consumer wants, how can the sales people do their jobs. The people working in these divisions started to make a lot of noise about it all, and eventually, upper management knew they had to do something.
To make what could be a very long story a bit shorter, this was the result:
The company was restructured again with everyone's job descriptions changed, including the deployment of new technologies the reduced the need for some of the people in the service division. Direct service divisions suddenly found themselves with more resources, which made them happy, but also with sales quota and a smaller optimum headcount, which didn't. No one was fired in the service divisions, but attrition was allowed to take hold. The sales division had to give something up to allow for the flow of resources back to the service divisions, and what was decided was to take the highest payroll department and eliminate it. And so it was done, on a Monday afternoon, with no warning and after the department had recently been recognized as the most productive in the company. This department was the one mentioned above, the one with the people with the highest sales numbers and also the highest payroll. Twenty people, most of them having been with the company at least 10 years, the best of the sales division, the division considered by upper management as the most essential to continued success, all of it was simply gone.
I'm a part of the service division and now have a sales quota. My position is important, but if I don't meet my quota, or, it seems, if I do my job too well, I may become indispensable and subsequently unemployed.
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