A provocative tweet from Spain has raised a question that has no universally applicable answer:
A 24-year-old woman started working in our office on Monday.
By Wednesday, she had already handed in her resignation.
The reason?
She refused to install a company app on her personal phone.
Her boss told her it was mandatory for receiving messages outside the office.
She asked if they would give her a work phone.
They told her no.
“So, will you pay part of my phone bill?”
“No. Everyone here does it.”
The woman looked at the rest of the team.
No one said anything.
Then she asked one last question:
“And if you message me on a Saturday, do I have to reply?”
Her boss replied:
“We expect commitment, not for you to be watching the clock.”
She looked at him and asked him a question that left the entire office in silence…
"Does commitment also show up in the paycheck, or is it only demanded once my workday ends?"
The boss laughed.
"With that attitude, you won't get very far."
She nodded.
"Maybe. But at least I'll get home knowing I've finished working."
She closed her laptop.
She gathered her things.
And she left.She'd been with us less than three days.
And she got half the office wondering why we'd spent years putting up with it.
The funny thing is, some colleagues called her immature.
They said that at 24, she wasn't in a position to get so demanding.
Others said they wished they'd had her courage at that age.
I was left thinking one thing.
I get that a company needs committed people.
That there are unexpected things and times when you have to put in extra effort.
But if being available outside work hours is an obligation, why is it presented as a voluntary show of commitment?
And now tell me this:
Was she irresponsible for leaving a job on the third day, or did she do the right thing by setting boundaries from the start?
Have you ever been in that young woman’s position, Gentle Reader? I have. Startup companies are like that. The possibility of “making it big” in such a company can outweigh the employee’s desire for boundaries between work and private life. But what about in established firms, where the real prospects are merely for a salary, annual increments to it, and the possibility of promotion?
An established firm has clout enough to demand such accommodations and insist on them, especially in a buyer’s market for labor. The young woman who refused the demand is exceptional for having had the courage and resolve to do so.
Should she remain an exception, or should the rest of us strap on our spines and stand with her?
There’s been a lot of talk recently about “work-life balance” and getting it right. Once again, there’s no generic formula that every working stiff can apply. Personal circumstances make all such decisions individual. Sometimes personal or familial needs constrain our options, often to the point of eliminating all but one. Employers will take advantage of such constraints.
It’s part of what Thomas Sowell has called “the tragic vision.” All choices involve costs, including the sacrifice of the unchosen options. Life is not “fair” in any enforceable sense. Legislative attempts to make it “fair” by some standard are nearly always misguided, for such laws preemptively eliminate options that some would willingly choose. That’s particularly the case regarding employment decisions.
All the same, contemporary employers’ readiness to impose after-hours requirements on employees does not speak well of contemporary employment practices or corporate cultures. Work isn’t everything. They who work for wages expect to have some personal freedom once they’ve downed tools for the day. Family and personal needs can be unsparing. Decent employers should take such things into account. It might help to bring the divorce and suicide rates down.