"For months, senior leadership had been deprioritizing a project that I-and the vast majority of my colleagues-had been specifically recruited to the startup to produce. They called it a strategic realignment. Or something like that. Our CEO knew many of us weren't exactly enthusiastic about the reroute. Achieving this newfound mission, he explained, would require the company to get lean. He wasn't referring to Ozempic."
"Corporate folks call it a " voluntary separation package," but at the time, it seemed like both a trap door and an escape. It was a lot like the severance packages that most professionals are familiar with, but instead of outright cutting roles, the company presented every employee with a tantalizing offer: five months of gross salary and half a year of covered health insurance. All that was asked in return was that you leave the company. And don't look back."
A startup announced a strategic realignment that deprioritized the project many employees had been recruited to build. Leadership explained the company needed to get lean and offered a voluntary separation package of five months' gross salary and six months' covered health insurance in exchange for permanent departure. Employees were given one week to decide. Workflows stalled and outstanding deliverables entered limbo as colleagues debated whether to accept. The offer dominated conversations, prompting immediate acceptances from some and hesitation from others. The situation forced a choice between immediate financial security and uncertainty about future career or company consequences.
Read at Fast Company
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