The Closet, the Boss's Weapon Against Undesirable Executives
Very large, pyramidal organizations are conducive to being sidelined.
Never remain silent when you are a victim because it is difficult to recover from such an experience if it lasts.
When Hamid, 36, a state-certified civil engineer and executive in a public institution, received a promotion offer to Oujda from his superiors, he did not suspect that it was a dead-end job. "At first, the offer was presented well. New position, new responsibilities, many advantages... In addition, I was only supposed to stay for three years. I am now starting my sixth year here and management does not intend to bring me back to Casablanca. I later understood that they no longer wanted me." In many companies, there is omerta surrounding this type of practice. No boss would accept to acknowledge that "their closets" are often occupied. However, in companies, small or large, in the private and public sectors, there are those who are no longer needed but cannot be dismissed without risking damage to the company's image or paying large severance packages. Project managers who languish in their offices, executives who only read the news every morning, or employees whose absence is no longer noticed, they exist in many companies. Some accept their situation, for lack of a professional alternative, others seek conflict to leave with their heads held high.
But who really are these "sidelined" individuals whom companies don't want? "A priori, there is no typical profile, contrary to the idea that only senior executives, high-ranking officials, and other members of the board are most concerned. This marginalization affects everyone. It can affect a young person whose integration is going badly, for example," emphasizes Yasmina Chbani, CEO of Dale Carnegie Morocco.
For his part, Jamal Amrani, CEO of Jadh Consulting, prefers to talk about contexts rather than individuals predisposed to being sidelined. "Very large, pyramidal organizations represent a very fertile ground for the development of clans and power struggles. Abuse of power, score-settling, and jealousy poison the atmosphere."
It must also be said that the evolution of the work world and human resources management favors this phenomenon. Mergers and acquisitions, reorganizations, and other restructurings are multiplying. As a result, companies do not have the means to keep up, and the closets or pre-layoff waiting rooms are filling up. According to Mr. Amrani, "this practice is quite common in the public sector and within major institutions in the private or semi-public sector. However, due to its cost and its impact on the work environment and relationship, the Moroccan SME cannot afford to resort to this practice." Therefore, some managers do not hesitate to shirk their responsibilities. "Someone who feels morally harassed or sidelined can crack and then resign, which costs the company less than a dismissal," underlines Mr. Amrani.
Sometimes, the person exerting this pressure does not necessarily have the power to dismiss. Their only way to get rid of an undesirable employee is to sideline them. And there is no shortage of examples. Let's take the withholding of information: one often forgets to invite the person to meetings; when they are present, their comments or proposals are ignored, and they are always the last to receive professional information.
Some find themselves overnight without responsibilities, without having done anything wrong. Others inherit tasks below their skills. Even in government agencies and ministries, the practice is widespread: one often finds entities, such as a superior council, that become empty shells but also the ideal place to "park" former employees who are no longer wanted.
Suffering in silence is double suffering
Naturally, pressure and isolation can be much more difficult to live with than a dismissal because of the feeling of humiliation. To the point that it becomes difficult to draw the line between being sidelined and moral harassment. Some even describe being sidelined as one of the most widespread forms of moral harassment, which is now punishable by law in Europe.
Rightly so, because being sidelined can sometimes have dramatic consequences on a human level. The feeling of injustice is flagrant while the law of silence often reigns. The labor inspectorate is often the last resort for victims, sometimes close to burnout.
The cases of suicide and depressive behavior widely publicized in recent weeks in France give an idea of the seriousness of the consequences of all forms of harassment at work.
Should one keep quiet about one's difficulties, waiting for better days? No, career management and human resources experts generally advise, because suffering in silence is double suffering. It is therefore recommended that those who are sidelined talk about their situation, first to their immediate entourage (staff delegates, company doctor - if one exists in the company -, lawyer, HR...).
According to Yasmina Chbani, "it is first necessary to know whether it is a deliberate marginalization or normal behavior sanctioning a slight drop in performance. If the situation persists and it harms the person concerned, their activities, their performance, and their integration, then it is necessary to consider changing companies." She advises not to let the standoff last too long because one emerges weakened. Indeed, victims often take time to recover from such experiences.
Brahim Habriche
Published on November 16, 2009
Posted online on November 19, 2009
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