When you are asked to teach newly hired employees some of the things you usually do, give them direction, but never fully transfer your knowledge to them. Chances are, that person is being trained to take your job because they're cheaper and you're training them to do it. Don't directly disobey the order but make sure you don't make it easy on them.
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"This is a fair and inevitable response to the internal rot eroding the brand into irrelevance."
This is happening in a lot of companies.
In the 1950s the ceo would make something like 20 times the average worker at their company. Today that number is around 350 times. The companies are getting hollowed out.
Not only laid off in droves, subject matter experts at Nike have been abused and disrespected for years.
This is a fair and inevitable response to the internal rot eroding the brand into irrelevance.
Unfortunately I have to agree with the OP. It shouldn’t have to be this way, but it is. Sadly, this is the toxic environment this company has created. Hard to be an innovative company when people are afraid to collaborate because they know others will steal their ideas and represent as their own. Nobody wants to share knowledge with others.B
This is a good example of the survivalist mindset that layoff culture leaves behind. Is this wrong and does it su-k? Yup. Do people do this every day at this company? Yup.
Allow me to share my experience with you. I agree with OP. I hired into a position where the former employee was suddenly terminated. He had little documentation and I was lost figuring out what to do for almost 2 years... Now I get it. My manager is so toxic and ways stabbing teammate from behind, I do not document even a single line of my work. Why? Because I do not trust him
Great advice OP. Never give them leverage over you and your financial stability
Not you downvoting them , they’re right . I ended up being managed out recently and there were a lot of one off processes i was in charge of. Shortly before my termination , i was asked to not only document my processes but walk people through it. Do enough to accomplish the goal but not enough that they can run it without you