In a two-part series on The Tougher Workplace, Los Angeles Times reporter Alana Semuels takes a look at how the recession has negatively impacted working conditions for both hourly and salaried employees.
One of the main themes of her story is that businesses are asking employees to work harder without providing the kinds of rewards—financial and psychological—that were once routine. As Semuels explains, “Employers figure that if some people quit, there are plenty of others looking for jobs.”
Paul Osterman, co-director of the MIT Sloan Institute for Work and Employment Research, who was quoted in the story, agrees. He says, “Wages are stagnant, jobs are less secure, work is more intense — it’s a much tougher world.”
For example, Semuels quotes Matt Taibi of Providence, Rhode Island, who routinely works twelve-hour days as a driver for UPS. “There’s more and more push toward doing more with less workers,” says Taibi. “There are more stops, more packages, more pickups. What’s happening is that we’re stretched to our limits and beyond.”
All workers are being impacted
Semuels reports that salaried workers are also experiencing the harsher work environment. While an over-forty-hour work week has routinely been a part of salaried positions, workers often enjoyed a measure of autonomy in their schedules.
That’s increasingly rare, says David Tayar, who spent a decade on salary as an associate attorney at a Manhattan law firm. He says that the demands of his job grew so much in that time, he eventually felt that he could never take a break.
When he started, Tayar says, “I checked my voice mail every few hours. Today, lawyers must check their BlackBerrys every few minutes — and be prepared to cancel a dinner, a weekend trip, or a vacation at a moment’s notice.” Tayar says he took just one day of vacation in a five-year stretch.
“You could never totally relax — you could be called at any time, unless you were officially on vacation,” Tayar says. “And even if you were, there were times when you would be called in to work.”
In defense of the common tactic of reducing headcount, cutting costs, and driving higher levels of productivity, Tim Meyer, an executive with private equity firm Gores Group of Los Angeles, explains, “Sometimes you have to make dramatic changes to save the jobs that you can.”
But it’s come at a cost, says HR Specialist Donna Prewoznik . “The relationship between employers and employees has changed,” she says. “Employees haven’t had raises. They’re tired. Their hours are reduced. They feel a little bit betrayed.”
What’s your experience doing more with less in today’s work environment? Share your comments below—or check out the hundreds that have been posted online in response to Semuels’ article. You can read more by checking out The Tougher Workplace series here.