A “three-piece set for a corporate workhorse” Employee Resigns, and the Company Scrambles to Hire Three Replacements! The End of Over-Competing is a Dead End

This is a thought-provoking and eye-opening real story.

Some time ago, a fellow member on a forum shared his story. He had worked at his company for six years and had what he called the “three-piece set for a corporate workhorse”: Car loan, mortgage loan, family inheritance. He survived three rounds of layoffs, but his workload tripled, his salary was cut by 15%, and the company never hired anyone new. Feeling trapped by his “workhorse” mindset, he didn’t dare to quit hastily. Given the harsh job market, he feared that leaving might mean he wouldn’t find a new job at all. So, he persevered, doing what he could without pushing himself too hard.

By August, he was barely resting, working weekends, holidays, and even after hours. He had become a machine with no sign of weariness. Then, in September, when he asked his manager for a few days off, the manager only approved two days and required him to stay on-call with his laptop in case work came up.

That was the breaking point. His simmering anger exploded. He rejected the unreasonable demands, resigned immediately, and refused to negotiate. The department manager offered to restore his salary by 5%, then HR came in and proposed a further 10% restoration, but he declined all of it.

Then came the most ironic twist: after a week of unsuccessful recruiting, HR returned to him, proposing to fully restore his salary if he would stay. He still refused. Eventually, the company hired three people, paying each of them between 115% and 130% of his original salary. Reflecting on it all, he quipped, “By leaving, I created three jobs. Guess I did a good deed for society.”

Breaking free from this stifling environment became his true gain. The suffocating pressure lifted, reminding him that health and well-being come first. Money can be earned again, but once health is gone, there’s no reset button.

If I were in his shoes, working non-stop for a month, denied time off, and forced to stay on-call, I would probably have snapped after just a week or two. I admire his resilience, enduring tripled workloads with a 15% pay cut for the sake of his family.

When the company offered to restore his salary, he firmly refused. His patience and boundaries had been breached too many times, and going back to his original salary wasn’t enough to heal the damage done. His courage to stand up wasn’t just a personal liberation; it was a rebellion against prolonged suppression. In the end, the company had to hire three people at a higher cost, a reality both ironic and deeply resonant.

Reflecting rationally, I see that the company exploited his “workhorse mentality,” the poor job market, and his modest qualifications, betting he wouldn’t resist. But why not push back? Why tolerate endless overtime? In the worst-case scenario, if he were laid off, he’d at least receive a severance package.

Many people choose to endure because stability provides a sense of security. Fear of the unknown creates space for exploitation. But enduring more only deepens the vicious cycle. Facing risks and challenges is ultimately necessary. Running away doesn’t solve anything; only by confronting these injustices can we find a real way out.

The phenomenon of “overworking” is a vicious cycle. Everyone strives to outwork each other, thinking they’re beating colleagues, yet they’re ultimately just victims too. This endless grind only worsens the industry as a whole.

Why don’t we unite to stand up against such exploitation? It’s both a human and societal issue. Expecting everyone to consider the collective good is unrealistic; this can only be addressed through labor unions, but ours often feel non-existent. When we resist the grind, everyone benefits.

Then there’s the issue of wage inversion: companies often pay more to new hires while refusing raises for loyal employees. This shows that companies will exploit employees as much as possible. When the old employees can’t be squeezed any further, they’ll simply be replaced to squeeze someone new. Switching jobs is often the most effective way to increase pay unless the boss has a sudden change of heart.

One forum member commented wisely:

The so-called “three-piece workhorse set” leads to an unwillingness to face unknown risks, resulting in choices made from habitually avoiding uncertainty. The “workhorse” feeds on grass; they’re everywhere. Carnivores, however, must act, probe, and move. One successful strike allows them to rest for a long time. Personally, I see this as a shift in mindset. Additionally, we were taught from a young age to move linearly: study well, get good grades, go to college, find a good job. This path was to reduce risk and secure the highest rewards within a structured system. But this game doesn’t fit today’s reality. Unless one has exceptional talent to become an “anomaly” worth special attention, this model fails. Our education system doesn’t teach independent thinking, critical logic, or wealth-building skills. If we want to break out of this box, we need to fill in these gaps. Finally, if this game isn’t enjoyable, change the game. If changing games isn’t possible, then spend time figuring out how to play more efficiently instead of accepting it passively.

Most of my former department colleagues are still there, with “workhorse” mindsets, juggling multiple roles, and working late into the night. They remind me of candles burning alone in the dark, at risk of being extinguished any moment. Many already suffer from health issues; the relentless grind has left them exhausted and lost.

I hope every working professional can eventually break free from the “three-piece workhorse” mindset, find their own clear sky, achieve balance in life and work, and realize their own worth—not as expendable cogs, but as respected individuals. We all deserve a better work environment, respect, and a fair and just workplace.