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Barbara Ehrenreich

Barbara Ehrenreich Quotes

American Political figure

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Famous Barbara Ehrenreich Quotes

“I decide to ask a question that’s been on my mind for months: “Why, when job searching could be totally rationalized by the Internet through a simple matching of job seekers’ skills to company needs, does everything seem to depend on this old-fashioned, face-to-face networking? After all, there’s going to be an interview anyway, right?” “It’s about trust,” Ron answers opaquely, not to mention “likability.” “The higher up you get in the exec ranks, the more things depend on being likable. You’ve got to fit in.” I catch my right hand advancing toward Ron’s untouched French fries and quickly revise the gesture into a reach for the salt. It’s distracting to think that our major economic enterprises, on which the livelihoods and well-being of millions depend, rest so heavily on the thin goo of “likability.”

“Today, white-collar job insecurity is no longer a function of the business cycle--rising as the stock market falls and declining again when the numbers improve. Nor is it confined to a few volatile sectors like telecommunications or technology, or a few regions like the rust belt or Silicon Valley. The economy may be looking up, the company may be raking in cash, and still the layoffs continue, like a perverse form of natural selection, weeding out the talented and successful as well as the mediocre. Since the midnineties, this perpetual winnowing process has been institutionalized under various euphemisms such as "downsizing," "right-sizing," "smart-sizing," "restructuring," and "de-layering"—to which we can now add the outsourcing of white-collar functions to cheaper labor markets overseas.”

“But the white collar workforce seems to consist of two groups: those who can’t find work at all and those who are employed in jobs where they work much more than they want to. In between lies a scary place where you dedicate long hours to a job that you sense is about to eject you, if only because so many colleagues have been laid off already.”

“The career coaching industry can only expand. Whether or not the economy improves. And this is because the corporate world has changed. Today, in the wake of the last recession, companies are intent on being permanently lean; they churn people in and out as needed, so that the average executive or professional can expect to hold—what?—about ten or eleven jobs in a lifetime whether he or she wants to or not. And it’s interesting, isn’t it, that our society is so unprepared for this change. College, for example, prepares people for jobs, but not for the trauma of job change.”

“I had pictured the corporate world that I seek to enter as a castle on a hill, outside of which the starving vagrants wander, beset upon by wolves and barbarian hordes, begging for entry into the safety of the fortified towers. But now I see there is another zone out here: a somewhat settled encampment, where people toil for uncertain rewards at minor tasks invented by the castle dwellers. There is an advantage to occupying this zone: you are free of the rigid conformity required of those who dwell inside; you can actually “Be Your Own Boss!” A few do very well, acquiring pink Cadillacs or fortunes from real estate deals. Many more are ruined or pour themselves into efforts that generate near-poverty-level earnings year after year. There is no safety out here; the wolves keep circling.”

“And no matter how upbeat they are—no matter how ingenious and flexible—the unemployed and underemployed understand that the clock is always ticking in the background. The longer you are unemployed, the less likely you are to find an appropriate job, and entries like “sales associate,” “limo driver,” or “server” do not make an attractive filling for the growing Gap in one’s résumé. At the same time, you are inexorably aging past the peak of occupational attractiveness, which seems to lie somewhere in the midthirties now. Experience is not an advantage; in fact, as Richard Sennett notes of corporate employment, “as a person’s experience accumulates, it loses value.” So once you fall into the low-wage, survival-job trap, there’s a good chance that you will remain there—an unwilling transplant from a more spacious and promising world.”

“Suppose that the [career] transition zone encouraged free-ranging discussion. What might the topics of conversation be? For a start, people might want to address the question of what is happening in the corporate world today; in particular, why does experience seem to be so little valued and accomplishment so unreliably rewarded? Some may object that corporate world is a vague abstraction, concealing a rich diversity of environments, but it was in common use among my fellow job seekers, who often expressed hopes of escaping from it—into a small business, for example, or what they saw as a more meaningful form of work. In saying that I was searching for a corporate position, I seemed to be moving in the opposite direction from many of my fellow seekers, who often expressed a strong desire to get out.”

“As the New York Times reported in June 2004: “The most common rejection letter nowadays seems to be silence. Job hunting is like dating, only worse, as you sit by the phone for the suitor who never calls.” The feeling is one of complete invisibility and futility: you pound on the door, you yell and scream, but the door remains sealed shut in your face.”

“I get the impression that the whole executive life cycle has changed a lot in the last few decades,” I tell him, “and that a lot of people just aren’t prepared, emotionally or any other way.” Hoping to establish my hereditary membership in the executive class, I cite my father, who worked for Gillette for over twenty years and identified so deeply with the firm that no competing products were allowed in the house. Now, however, people seem to be churned out of their companies every three years or so. Ron confirms my impression; an executive today can count on having eight to nine jobs in a lifetime. “You always think the next job will be the last one, but it never is.”

“As he speaks, his eyes slither warily from one of us to another, reminding me of the Time Warner executives I once lunched with years ago, who seemed poised at all times between arrogance and deference, nervously calculating which to project. A line from a Robert Lowell poem comes to mind: “a savage servility/slides by on grease.”

“Just as layoffs were making a mockery of the team concept, employees were urged to find camaraderie and a sense of collective purpose at the microlevel of the "team". And the less teamlike the overall organization became with the threat of continuous downsizing, the more management insisted on individual devotion to these largely fictional units.”

“I think of my father, whose personality traits included brash, cynical, bombastic, obnoxious, charming, kindly, and falling-down drunk, yet who managed to rise from the copper mines of Butte to the corporate stratosphere, ending up as vice president of research for a multinational firm. Did he ever take a personality test or submit to executive coaching? Or were things different in the fifties and sixties, with a greater emphasis on what you could actually do?”