Pangs of Aches

 Pangs of aches

Shooting through the heart

Like electric impulses to pacemakers

Pangs of aches 

Hearing the now oft-repeated calls

For extending the retirement age

Pangs of aches

Of being retrenched (though coated under “early retirement”)

While still in prime 50’s

Pang of aches 

Recalling the audacity of the perpetrator

Recalling the “you have to go find a job yourself within the one year”

Permanent establishment post it was

What permanent?

Was it eyed for someone else?

What a caring organisation!

Kids = retirement plans

When parents view kids as their retirement plans

https://www.nytimes.com/2023/01/21/business/retirement-immigrant-families.html 

That's me! 

He said: “NTUC does not tolerate, condone nor approve of any discriminatory and unfair practices in the workplace, and will not hesitate to red-flag such practices.”

Workers supporting causes outside workplace should not face discrimination under beefed-up guidelines     
https://www.straitstimes.com/singapore/workers-supporting-causes-outside-workplace-should-not-face-bullying-harassment-or-ostracism-under-beefed-up-guidelines 

Really? Does it apply to the govt service too or are they exempted?

Long-serving or dead wood

One company for over 40 years: Long-serving employees on why they stayed on


https://www.straitstimes.com/life/long-serving-employees-40-years-in-the-same-organisation-and-counting

How many companies really appreciate staff staying on?

From "oh, the good ones leave" to dead wood.

An exclamations of "you stayed so long already ah".

After five years at the post, the HR keeps asking one to move.

Move to where?

To a post where one is not skilled at?

Posting shouldn't be for the sake of posting.

Long service is not a dirty phrase.

Even at the same post, one doesn't stay static.

One moves with the changes, learn new skills.

Some areas need time to build up, eg people engagement.

Fast-paced, agility, don't mean superficial engagement .

Knowing the past is not passé

For without understanding the rationale of the past, 

how to plan for the future in an informed way that builds on lessons of the past?

Returnees

 "Hao han bu hui tou" the Chinese saying goes.

Don't turn back after you leave.

Yet, one by one,

they return.

Not making it outside, some think.

We need people who know us, goes the rationale

Whatever.

So long as they buck up and do the work well.

And the system should treat all fairly.

Not see returnees as of "higher value", we hope.

Those who stay, and do work well, shouldn't be forgotten.

Unnecessary Rush

Much waxed lyrical

about hybrid work post-COVID

More there is

Unnecessary rush

When info could have been given months earlier

Rush, all sides

To start in a week 

What consideration

Salted Fish

Salted fish revives

So we say in Cantonese

Of revival of fortunes

Of someone out of the running

 

One person's misfortune (or passing)

Another's opportunity

Another vacancy to take up

 

Happy must be the lucky

Luck be with the obedient

Those who toe the line

Retrenched GSK employee sues over not being considered for other roles in company

Retrenched GSK employee sues over not being considered for other roles in company

He was required to relocate to Singapore, after he became a global expert director for nutrition and digestive health business at GlaxoSmithKline (GSK) consumer healthcare.

About two years later, Mr Kallivalap Praveen Nair was retrenched on grounds of redundancy.

He is now suing the pharmaceutical company for about $1.35 million, arguing he was not considered for various roles within the company.

https://www.straitstimes.com/singapore/courts-crime/retrenched-gsk-employee-sues-over-not-being-considered-for-other-roles-in-company 

He has the courage to take action and shout about it. For him,  there is fair court. 

Should the CEO

 Charity job offer

To get the person out to work

Taking up a precious post, yet limited work capability and delivery, much hand-holding required, high maintenance

Should the CEO offer jobs for charity, to persons unable to deliver to the full extent of the position?

Charity pay

Valuable in the past, but no longer able to contribute as before

Unwell and not so mobile

Should the CEO pay allowance in view of the past? Akin to pension of sorts.

Is such kindness integral to being a good CEO?

Or are such resources for the CEO to use?

Difficult to say, in the face of such “kindness” from the top

Just angst and frustration when opportunity cost is less resources for getting better staff support, better research capability

Unfollowed

 Unfollowed the organisation’s Facebook page today

Why follow when the relations are no longer there

Still bitter, though more numbed, memories of the parting

A betrayal of a deep sincere (on hindsight, naive) devotion