Now, we're in a contract lull, so some of us are only charging part time (75%), while actually working overtime.
It's bananas.
The solution seems obvious. Decrease salaries and increase company stock offerings. Then, if you and your colleagues care to work harder and deliver outstanding product, your stock value will rise over time and you'll be a.) more wealthy than taking 'dumb' money, and b.) more physically and mentally healthy.
a) the people who have the stock now want to keep it and be more wealthy
b) they don’t have much regard for your physical or mental health
I guess HN just isn't for me after 10 years. Peace out.
However, decreasing salary != decreased total compensation.
Increase equity shares + decrease salary = improved work-life balance now and much healthier retirement in the future.
I generally assume it is due to lack of agency.
One of the things I value the most about working at startups in my early career is that it allows relatively "junior" folks more exposure to the big picture, and thus stay grounded in reality and not swayed by all the random narratives that are floated around in the corporate world. No matter how smart you are, or how honest and well intentioned the intent of the speaker, it takes experience to be able to parse through these and understand when and how they are relevant to your individual work. I see a lot of folks over the last 15 years who got hired into big tech during boom times, never got anywhere near the critical path of the business, and were exposed to all manner dysfunction by ambitious but incompetent social climbers who swelled the ranks of anything with the whiff of success. In these types of environment, people who just want to do good software engineering work can easily get swept into various dead end buckets of learned helpless, rest-and-vest, burnout, etc.
That if unionization is so cleary net positive for most workplaces, then it wouldn’t need any sustained agitation campaigns in the first place.
As any company that unionizes would near automatically gain a huge competitive advantage.
> As any company that unionizes would near automatically gain a huge competitive advantage.
No, your "observation" has a fundamental flaw: There's no general "net positive for most workplaces," because different groups have different interests.
Unionization is a "net negative" for certain groups (managers, owners) and a "net positive" for others (employees, if done right). That's why there are sustained agitation campaigns against it.
Add on top of that that a largish number of managers just plain suck at their job, so being in a union can be useful to push back against either lazy or incompetent managers.
Because there are far more people who leave their manager than leave their job.
Every single worker is ultimately disposable. If you think your employer is disposable to you, that's not because you're special but because so far you've been extremely lucky. It is far easier for a company to replace a worker than it is for a worker to replace the company they work for - we just tend to see the "inability to find a new job" as a personal failure (i.e. bad performance at the job of "finding a job") whereas we take the existence of job vacancies for granted as a normal part of the market and maybe even a positive indicator for "growth" (which we define as desirable even if it's artificial or unsustainable).
By definition with sufficiently seperate interests, then anything (or nothing) goes.
Maybe not 100% of the time in 100% of societies, but certainly more than zero in every society I’ve ever heard of.
This is how control works in our society. It's true for all people.
The philosopher Byung-Chul Han explains it well in "The Burnout Society".
Nothing happens in a vacuum and this "self-imposed" work pressure often happens within the a company culture that is either intentionally or accidentally highly demanding of individuals. The "self-imposed" is a false front for enforced expectations from colleagues, managers and clients.
We're all in unique situations and you can say if you don't like it then don't work there. However the hustle and start up cultures are viral and spread throughout the industry. Just look at all the talk of Elon Musk & his Twitter and Doge employees working 100 hours weeks and sleeping at the office. Regardless of politics, there are many people who talk about this insane, unhealthy and inefficient level of work as a good and worthy thing. It's the Puritan work ethic myth. In reality the majority of the benefit of this work does not go to the individual doing the work, instead they pay a heavy cost with their quality of life.
Except maybe the sweet gig SWEs got at Twitter before Musk.
No wonder you'd feel imposter syndrome if you'd landed a gig that good. Anyone would.
I try not to overdo it. You can still burn out from that sort of thing even if you like it. But as long as it's not excessive, I enjoy the occasional "Sorry it's late, but are you around to take a look at this?"
I have some conjectures as to why that may be:
1. High variability of pay, not only between companies but within companies. As a SWE your total compensation can be expected to double every two promotions, and promotions can be pretty fast. Promotions are also not purely a function of tenure like other professions with steep comp growth such as pilots.
2. "This is too good to be true" syndrome. You show up at your comfy 250k job with catered lunch, dinner, and maxed out benefits. After the first month, your workload is about 3-4 hours a day. Everything is flexible - the time you show up, the time you leave, the days you choose to come in to the office, what you wear. Everyone is smart and nice. Free snacks. Imposter syndrome and paranoia set in. Am I doing enough? Should I look at this P2 prod bug on a Satuday? I guess I only worked 20 hours last week so it's fair to work a couple of hours on the weekend. Everything I do needs to be perfect or they could've just hired someone in India for 1/10th my pay, right? etc. Then it snowballs. (I'm probably just describing imposter syndrome.)
In reality nothing really happens if you slow down and do things at a comfortable pace. Most managers want to cultivate reliable people who take long-term deep ownership, not productivity machines that just bang out features. If they needed more output, they'd just hire one more person.