I (40M), with a focus in a highly specialized sector of banking (risk management, to be precise), eagerly accepted a job about 1.5 years ago that seemed promising. It was an opportunity to work with cutting-edge technology and to build something from the ground up, with what appeared to be standard working conditions for my region.
The reality, however, quickly revealed a stark contrast to what was advertised. I was thrust into a 100% office attendance policy—a policy so inflexible that during COVID, employees were mandated to be in the office, regardless of their health status. There were other major red flags with leadership
The complications of being a parent to two young children while adhering to this policy were numerous, especially when it came to picking them up from kindergarten. The company's leadership, rather than offering flexibility, suggested outsourcing my parental duties. Thankfully, my in-laws stepped in to support.
As part of the leadership team, I endeavored to enact change from within. I ran employee feedback surveys, identified the root causes of dissatisfaction and high turnover, and proposed a series of leadership actions. These included defining company culture, establishing personal improvement policies, and introducing flexibility in working hours on Fridays or before holidays. These initiatives were discussed in leadership meetings for two months until one of the owners dismissed them as irrelevant.
This wasn't the only instance of the company's rigid policies. A memorable day came when we were forewarned about a scheduled water shut-off in our building. I informed the owners well in advance, expecting a logical decision to work remotely for that day. Despite the warning, they failed to notify the staff, and the day unfolded with no water supply—meaning no operational bathrooms.
When confronted by an employee about the lack of facilities, the management's solution was shockingly inappropriate for any workplace, let alone a white-collar environment—they suggested using a bucket.
The recruitment challenges mirrored these internal issues. We faced a 100% drop-off rate with our last five hiring attempts, as the negative aspects of our culture became apparent to candidates. When I brought these concerns to the owners, they instructed me to falsely advertise flexible working hours in our job postings—a request I found ethically troubling.
The gap between the owners' expectations and the practical needs of employees, along with their disregard for employee well-being, led me to a decision I never expected I'd have to make: I resigned. It was a stark reminder that sometimes, leaving is the only way forward when your values no longer align with your work environment.