When Jack Welch died on March 1, 2020, tributes poured in for the longtime chief executive of General Electric, whom many revered as the greatest chief executive of all time.
David Zaslav, the C.E.O. of Warner Bros. Discovery and a Welch disciple, remembered him as an almost godlike figure. “Jack set the path. He saw the whole world. He was above the whole world,” Mr. Zaslav said. “What he created at G.E. became the way companies now operate.”
Mr. Zaslav’s words were meant as unequivocal praise. During Mr. Welch’s two decades in power — from 1981 to 2001 — he turned G.E. into the most valuable company in the world, groomed a flock of protégés who went on to run major companies of their own, and set the standard by which other C.E.O.s were measured.
Yet a closer examination of the Welch legacy reveals that he was not simply the “Manager of the Century,” as Fortune magazine crowned him upon his retirement.
broken up for good.
the fateful decision to redesign the 737 — a plane introduced in the 1960s — once more, rather than lose out on a crucial order with American Airlines. That decision set in motion the flawed development of the 737 Max, which crashed twice in five months, killing 346 people. And while a number of factors contributed to those tragedies, they were ultimately the product of a corporate culture that cut corners in pursuit of short-term financial gains.
Even today Boeing is run by a Welch disciple. Dave Calhoun, the current C.E.O., was a dark horse candidate to succeed Mr. Welch in 2001, and he was on the Boeing board during the rollout of the Max and the botched response to the crashes.
When Mr. Calhoun took over the company in 2020, he set up his office not in Seattle (Boeing’s spiritual home) or Chicago (its official headquarters), but outside St. Louis at the Boeing Leadership Center, an internal training center explicitly built in the image of Crotonville. He said he hoped to channel Mr. Welch, whom he called his “forever mentor.”
The “Manager of the Century” was unbowed in retirement, barreling through the twilight of his life with the same bombast that defined his tenure as C.E.O.
He refashioned himself as a management guru and created a $50,000 online M.B.A. in an effort to instill his tough-nosed tactics in a new generation of business leaders. (The school boasts that “more than two out of three students receive a raise or promotion while enrolled.”) He cheered on the political rise of Mr. Trump, then advised him when he won the White House.
In his waning days, Mr. Welch emerged as a trafficker of conspiracy theories. He called climate change “mass neurosis” and “the attack on capitalism that socialism couldn’t bring.” He called for President Trump to appoint Rudy Giuliani attorney general and investigate his political enemies.
The most telling example of Mr. Welch’s foray into political commentary, and the beliefs it revealed, came in 2012. That’s when he took to Twitter and accused the Obama administration of fabricating the monthly jobs report numbers for political gain. The accusation was rich with irony. After decades during which G.E. massaged its own earnings reports, Mr. Welch was effectively accusing the White House of doing the same thing.
While Mr. Welch’s claim was baseless, conservative pundits picked up on the conspiracy theory and amplified it on cable news and Twitter. Even Mr. Trump, then merely a reality television star, joined the chorus, calling Mr. Welch’s bogus accusation “100 percent correct” and accusing the Obama administration of “monkeying around” with the numbers. It was one of the first lies to go viral on social media, and it had come from one of the most revered figures in the history of business.
When Mr. Welch died, few of his eulogists paused to consider the entirety of his legacy. They didn’t dwell on the downsizing, the manipulated earnings, the Twitter antics.
And there was no consideration of the ways in which the economy had been shaped by Mr. Welch over the previous 40 years, creating a world where manufacturing jobs have evaporated as C.E.O. pay soars, where buybacks and dividends are plentiful as corporate tax rates plunge.
By glossing over this reality, his allies helped perpetuate the myth of his sainthood, adding their own spin on one of the most enduring bits of disinformation of all: the notion that Jack Welch was the greatest C.E.O. of all time.
When Google employees returned to their mostly empty offices this month, they were told to relax. Office time should be “not only productive but also fun.” Explore the place a little. Don’t book back-to-back meetings.
Also, don’t forget to attend the private show by Lizzo, one of the hottest pop stars in the country. If that’s not enough, the company is also planning “pop-up events” that will feature “every Googler’s favorite duo: food and swag.”
But Google employees in Boulder, Colo., were still reminded of what they were giving up when the company gave them mouse pads with the image of a sad-eyed cat. Underneath the pet was a plea: “You’re not going to RTO, right?”
R.T.O., for return to office, is an abbreviation born of the pandemic. It is a recognition of how Covid-19 forced many companies to abandon office buildings and empty cubicles. The pandemic proved that being in the office does not necessarily equal greater productivity, and some firms continued to thrive without meeting in person.
a happy hour with its chief executive, Cristiano Amon, at its San Diego offices for several thousand employees with free food, drink and T-shirts. The company also started offering weekly events such as pop-up snack stands on “Take a Break Tuesday” and group fitness classes for “Wellness Wednesday.”
the surveys, is that employees want to see colleagues in person.
After a number of postponements, Google kicked off its hybrid work schedule on April 4, requiring most employees to show up at U.S. offices a few days a week. Apple started easing staff back to the office on Monday, with workers expected to check in at the office once a week at first.
reimburse $49 monthly leases for an electric scooter as part of its transportation options for staff. Google also plans to also start experimenting with different office designs to adapt to changing work styles.
When Microsoft employees returned to their offices in February as part of a hybrid work schedule, they were greeted with “appreciation events” and lawn games such as cornhole and life-size chess. There were classes for spring basket making and canvas painting. The campus pub transformed into a beer, wine and “mocktail” garden.
And, of course, there was free food and drink: pizzas, sandwiches and specialty coffees. Microsoft paid for food trucks with offerings including fried chicken, tacos, gyros, Korean food and barbecue.
Unlike other technology companies, Microsoft expects employees to pay for their own food at the office. One employee marveled at how big a draw the free food was.
signed a letter urging management to be more open to flexible work arrangements. It was a rare show of dissent from the company’s rank-and-file, who historically have been less willing to openly challenge executives on workplace matters.
But as tech companies grapple with offering employees greater work flexibility, the firms are also scaling back some office perks.
cutting back or eliminating free services like laundry and dry cleaning. Google, like some other companies, has said it approved requests from thousands of employees to work remotely or transfer to a different office. But if employees move to a less expensive location, Google is cutting pay, arguing that it has always factored in where a person was hired in setting compensation.
Clio, a legal software company in Burnaby, British Columbia, won’t force its employees back to the office. But last week, it gave a party at its offices.
There was upbeat music. There was an asymmetrical balloon sculpture in Clio’s signature bright blue, dark blue, coral and white — perfect for selfies. One of Clio’s best-known workers donned a safari costume to give tours of the facility. At 2 p.m., the company held a cupcake social.
To make its work spaces feel more like home, the company moved desks to the perimeter, allowing Clions — what the company calls its employees — to gaze out at the office complex’s cherry blossoms while banging out emails. A foosball table was upgraded to a workstation with chairs on either end, “so you could have a meeting while playing foosball with your laptop on it,” said Natalie Archibald, Clio’s vice president of people.
Clio’s Burnaby office, which employs 350, is open at only half capacity. Spaced-out desks must be reserved, and employees got red, yellow and green lanyards to convey their comfort levels with handshakes.
Only around 60 people came in that Monday. “To be able to have an IRL laugh rather than an emoji response,” Ms. Archibald said. “People are just excited for that.”
Wall Street has been quick to shift its Covid-19 protocols after New York State dropped its indoor mask mandate last month. At JPMorgan Chase, masks are now voluntary for vaccinated and unvaccinated employees, and the firm will discontinue mandatory Covid testing as well as the reporting of Covid infections by April 4. At Morgan Stanley, where vaccines are required to enter the office, the mask requirement was dropped early last month.
Goldman Sachs dropped mask requirements on Feb. 14, though it still requires testing. Citigroup dropped its mask requirement last week. Wells Fargo has maintained more rigid Covid protocols than some of its finance peers, requiring unvaccinated employees to wear a mask at all times unless they are eating, drinking or alone in an enclosed room.
Other industries that have made a push for in-person work, such as real estate, have also reformulated their Covid guidelines in recent weeks. BlackRock, which has asked its 7,600 U.S. employees to return to the office at least three days a week, no longer requires masks in its U.S. offices, though employees have to be vaccinated to enter the building and are asked to test twice a week. Prologis, a logistics real estate firm, said its office mask guidelines were consistent with local regulations. Guardian Life Insurance, which has about 6,300 U.S. employees, does not have an in-office mask requirement in most areas of the country.
Still, some tech companies are holding firm on Covid safety protocols. Google requires any unvaccinated employees with approval to enter its offices to test regularly and wear a mask. Meta, the parent company of Facebook, requires anyone entering the office to be vaccinated — including with a booster starting March 28 — and follows local guidelines on masking.
Intuit announced on Wednesday that starting on May 16, its 11,500 U.S. employees would return to the office in a hybrid model, in which teams determine how many days per week workers should be in person. While the company requires anyone entering its offices to be vaccinated, it follows local and state guidelines on masking, meaning masks are not required in any of its U.S. offices.
“We’ve tried to stress that people should feel comfortable doing whatever feels best for them,” said Chris Glennon, Intuit’s vice president of global real estate and workplace. “We are seeing some folks masking, particularly in public areas, but by and large most are not masking.”
The salad days of Facebook’s lavish employee perks may be coming to an end.
Meta, the parent company of Facebook, told employees on Friday that it was cutting back or eliminating free services like laundry and dry cleaning and was pushing back the dinner bell for a free meal from 6 p.m. to 6:30 p.m., according to seven company employees who spoke on the condition of anonymity.
The new dinner time is an inconvenience because the last of the company’s shuttles that take employees to and from their homes typically leaves the office at 6 p.m. It will also make it more difficult for workers to stock up on hefty to-go boxes of food and bring them to their refrigerators at home.
The moves are a reflection of changing workplace culture in Silicon Valley. Tech companies, which often offer lifestyle perks in return for employees spending long hours in the office, are preparing to adjust to a new hybrid work model.
At Meta, for example, many employees are scheduled to return to the company’s offices on March 28, though some will continue to work from home and others will come into the office less often.
The changes at Meta could be a warning shot for employees at other companies that are preparing to return to the office after two years of the coronavirus pandemic. Google, Amazon, Meta and others have long offered creature comforts like on-site medical attention, sushi buffets, candy stores and beanbag chairs to lure and retain top talent, which remains at a premium in the tech industry.
Meta has had a difficult past few months, though company officials say the changes to perks are not related. For the first time in years, investors have been questioning the long-term prospects of the company’s advertising business model. Its market capitalization has dropped by half, to $515 billion. And some employees are debating whether they should be searching for new jobs as they see the value of their stock-based compensation plummet.
Meta discussed the changes to its perks program for months as it explored how to shift to the new, hybrid workplace model, said two employees. The company has also expanded employees’ wellness stipends from roughly $700 to $3,000 this year in an attempt to accommodate for removing some of the other in-office perks.
“As we return to the office, we’ve adjusted on-site services and amenities to better reflect the needs of our hybrid work force,” a Meta spokesman said in a statement. “We believe people and teams will be increasingly distributed in the future, and we’re committed to building an experience that helps everyone be successful.”
Many workers were quick to gripe in the comment section underneath the post announcing the change, according to several employees who viewed the post. Just minutes after the changes were announced, employees asked whether the company was planning to compensate them in new ways and if Meta had undertaken an employee survey to evaluate how the changes would impact the staff.
Meta executives, who have been trying to thread the needle of cracking down on misinformation tied to the war in Ukraine and facing an outright ban of Facebook and Instagram in Russia, appeared to have little patience for the questions.
In a tone several employees described as combative, Meta’s chief technical officer, Andrew Bosworth, assertively defended some of the changes and chafed at the perceived sense of entitlement on display in the comments, according to the employees who saw the thread. Mike Schroepfer, the outgoing chief technical officer, also wrote in the comments in support of the changes.
Another employee who worked on the company’s food service team pushed back even more strenuously, according to two people who saw the post.
“I can honestly say when our peers are cramming three to 10 to-go boxes full of steak to take them home, nobody cares about our culture,” the employee said, pushing back on assertions from others that the changes would be damaging to Meta’s workplace culture. “A decision was made to try and curb some of the abuse while eliminating six million to-go boxes.”
It appeared that many employees agreed. As of midday Friday, the employee’s post was the most liked comment in the thread, with hundreds of workers expressing support.
Employers are also facing a moment in which collective angst is driving all kinds of unusual misbehavior. That’s something Tamara Sylvestre, 32, said she realized last year when she was working as a recruiter at a staffing firm based in Michigan and interviewed someone for an engineering position. She did an initial phone screening with the candidate, in which she noted that he had a high-pitched voice. When she conducted a follow-up technical interview by video, his voice seemed to have deepened.
Ms. Sylvestre later asked why his vocal pitch had changed, and he confessed that he had asked a friend to do the video interview for him.
“What were you going to do if you ended up getting the role?” Ms. Sylvestre recalled asking the candidate, bewildered. “He was like: ‘I was really nervous. I thought no one would notice.’ The role was 100 percent remote, so maybe he thought it wouldn’t make a difference.”
Mark Bradbourne, 46, who works as an engineer in Ohio, recalled a trickster who got even further in the hiring process several years ago. Mr. Bradbourne asked a new employee during his first week to do a data visualization exercise identical to one he had completed in his technical interview. The new hire didn’t know how to proceed. When Mr. Bradbourne reminded the employee that he had done the same task in his hiring process, the man jumped up and ran out of the room, then immediately resigned.
Persuading a friend to pinch-hit during a technical screening is an extreme variety of interview fake-out. But organizational psychologists observe that interviewers tend to reward honesty. They recognize when people speak genuinely to the aspects of a company that resonate with their interests, Dr. Bourdage said.
Interviewers are also getting savvier at detecting dishonesty. Meta, formerly Facebook, has in-house psychologists who devise probing questions that would be hard for interviewees to fake. Scott Gregory, chief executive of the personality testing company Hogan Assessment Systems, encourages employers to scrap classic interview questions — “What are your greatest strengths?” — in favor of situational and behavioral ones, in which candidates narrate experiences they’ve had or explore hypothetical scenarios. Meta’s head recruiter said the company expected candidates to turn on their camera for video interviews, though it can accommodate any circumstances that make it hard to do so.
Still, the subtler stresses of the interview process remain: In a corporate culture where a popular term of art is transparency, how much of your true personality can you reveal before you’re hired? Should you be yourself if yourself might not get you the job?
“You can’t really mandate booster shots yet,” he said. “It hasn’t been signed off on by any federal agency.”
JPMorgan Chase, whose decision to require vaccines is complicated by its sprawling retail operations across the United States, declined to comment on how the court’s most recent decision, along with the recent spike in cases, affects any plans to mandate vaccines. But the bank on Friday told its American employees who do not work in bank branches that “each group should assess who needs to come into the office, work priorities and who should revert to working from home on a more regular basis over the next few weeks.”
Walmart, which has mandated vaccines for mainly its corporate staff, also did not have any comment on broadening that requirement. Only 66 percent of its roughly 1.6 million U.S. employees are vaccinated, according to data compiled by the Shift Project at the Kennedy School of Government at Harvard.
Legal questions about the OSHA rule are far from resolved. Immediately after the U.S. District Court of Appeals for the Sixth Circuit ruled on Friday, several of the many plaintiffs who have challenged that rule asked the Supreme Court to intervene as part of its “emergency” docket. Appeals from the Sixth Circuit are assigned for review by Justice Brett Kavanaugh, who under Supreme Court rules could in theory make a decision on his own but is more likely to refer the matter to the full Supreme Court. With the Labor Department now delaying full enforcement of its rule until Feb. 9, the justices have several weeks to ask for abbreviated briefings if they want them.
“Things are going back and forth literally in a matter of hours,” said Sydney Heimbrock, an adviser on industry and government issues at Qualtrics, who works with hundreds of clients on using the company’s software to track employee vaccination status. “The confusion stems from the on-again-off-again, is it a rule or isn’t it a rule? The litigations, appeals, reversing decisions and making decisions.”
Even the spread of Omicron hasn’t changed the position of some of the vaccine rule’s most ardent opponents. The National Retail Federation, one of the trade groups challenging the administration’s vaccine rule, is among those that have filed a petition with the Supreme Court. The group is in favor of vaccinations but has pushed for companies to get more time to carry out mandates. Still, even as it fights the administration’s rule, the federation is also holding twice weekly calls with members to compare notes on how to carry it out.
“There’s no question that the increased number of variants like Omicron certainly don’t make it less dangerous,” said Stephanie Martz, the group’s chief administrative officer and general counsel. “The legitimate, remaining question is, is this inherent to the workplace?”
LOS ANGELES — Wearing blazers and bedazzled dresses, downing cocktails, swapping industry gossip, and hobnobbing with some of Hollywood’s biggest names, the stars of America’s video game industry assembled on Thursday night for a long-delayed reunion at the Game Awards.
The lavish event was a victory lap of sorts for the video game community. While the movie industry has fretted over ticket sales and cannibalization by streaming services like Netflix, the video game industry has enjoyed tremendous growth during the pandemic. An estimated 2.9 billion people — more than one out of every three people on the planet — have played a video game this year, according to the video game analytics firm Newzoo.
Thursday’s awards were also a welcome opportunity for the industry to gather under the same roof, since last year’s event was held online because of the pandemic. Gaming luminaries arrived on the red carpet at the vast Microsoft Theater in downtown Los Angeles, joined by celebrities better known for their work in other entertainment industries.
Sting, the rock music icon, was backed by an orchestra as he opened the show with a performance of the haunting song “What Could Have Been” from the Netflix series “Arcane,” which is based on the video game hit “League of Legends.” The hit band Imagine Dragons performed “Enemy,” another song featured in “Arcane.”
entertainment award events, you would also have been on the nose.
At the center of the gaming industry’s answer to the Oscars was Geoff Keighley, the video game and television personality who created and hosts the annual event and who tried, with seemingly endless reserves of energy and enthusiasm, to steer an increasingly antsy audience through more than three hours of awards presentations and trailers for upcoming games, interspersed with music from the orchestra.
The show began in 2014 and has attracted millions more eyeballs each year on YouTube and Twitch. Last year’s fully remote version garnered 83 million live streams, according to organizers, and Mr. Keighley said after Thursday’s show that he expected more people to have watched live this year, though preliminary numbers were not yet available.
bnans, said in the crowded lobby after the show. “We’ve been in quarantine for so long, but it’s really nice to actually get to hang out with everyone again and see each other after two years.”
More than two dozen awards were handed out in categories like best action game and best art direction. The most prestigious title, game of the year, went to “It Takes Two,” a two-player puzzle adventure game developed by Hazelight Studios about a married couple navigating a divorce and journeying through a fantastical world.
Microsoft’s gaming division brought home a number of awards, with “Age of Empires IV” winning best strategy game, “Halo Infinite” winning a fan award called players’ voice, and “Forza Horizon 5,” a car-racing game, taking home three honors. “Deathloop,” a first-person shooting game developed by Arkane Studios, also won multiple awards.
The winners were determined by a vote of industry insiders and the general public.
For many watching, though, the awards were just a sideshow. The Game Awards is also used by the industry to introduce new game announcements and debut trailers for upcoming titles. If audience reaction is any indication, the fantasy game “Elden Ring” continues to be one of next year’s most hotly anticipated titles.
debuted on the stock exchange, topping a $45 billion valuation on its first day of trading.
The increased mainstream interest in online worlds has also been a validation for industry insiders and gamers that were using the term “metaverse” years before Mark Zuckerberg decided that Facebook was going to change its name to Meta. Even Mr. Carrey, appearing at the awards show on a prerecorded video, joked about it.
“I’m sorry I couldn’t be there with you, but I look forward to meeting all of your avatars in the metaverse, where we can really get to know each other,” he said.
As the industry has grown, it has faced increasing challenges, none more pressing Thursday night than the treatment of its employees. A shadow was cast over the event by the scandal trailing Activision Blizzard — the game publisher that has been under fire for months following a lawsuit from California accusing it of fostering a workplace environment in which mistreatment and harassment of women was commonplace.
A handful of protesters stood with signs supporting Activision employees outside the theater Thursday evening, and Mr. Keighley faced pressure in the lead-up to the event to condemn the company.
He tweeted last week that Activision would not be a part of the awards show, and he opened the event by saying that “game creators need to be supported by the companies that employ them.”
“We should not, and will not, tolerate any abuse, harassment and predatory practices,” Mr. Keighley said, though he did not mention Activision by name. Rob Kostich, the president of Activision, is on the board of advisers for the Game Awards.
Before the event, Mr. Keighley said in an interview that he wanted to strike a balance between using his platform for good and maintaining the upbeat vibe of an awards show.
“Are we going to use our platform to take companies to task publicly inside the show? It’s always something worth thinking about,” he said, “but it’s not a referendum on the industry.”
In private, many senior bank executives tasked with raising attendance among their direct reports expressed irritation. They said it was unfair for highly paid employees to keep working from home while others — like bank tellers or building workers — dutifully come in every day. Salaries at investment banks in the New York area averaged $438,450 in 2020, up 7.8 percent from the previous year, according to data from the office of the state comptroller, Thomas P. DiNapoli.
Two senior executives, who declined to be identified discussing personnel matters, said they might push out subordinates who are not willing to come back to the office regularly. Another manager expressed frustration about a worker who refused to show up at the office, citing concern about the virus — even though the person had recently traveled on vacation.
Executives “have not felt that they could put on pressure to get people back in the office — and those who have put on pressure have gotten real pushback,” said Ms. Wylde, of the Partnership for New York City. “Financial services is one of those industries that are hugely competitive for talent, so nobody wants to be the bad guy.” She expects that big financial firms will eventually drive workers back into the office by dangling pay and promotions.
For now, banks are resorting to coaxing and coddling.
Food trucks, free meals and snacks are occasionally on offer, as are complimentary Uber and Lyft rides. Dress codes have been relaxed. Major firms have adopted safety protocols such as on-site testing and mask mandates in common areas. Goldman, Morgan Stanley and Citigroup are requiring vaccinations for workers entering their offices, while Bank of America asked only inoculated staff to return after Labor Day. JPMorgan has not mandated vaccines for workers to return to the office.
At Citi, which asked employees to come back for at least two days a week starting in September, offices are about 70 percent full on the days with the highest traffic. Citi, whose chief executive, Jane Fraser, started her job in the middle of the pandemic, has hired shuttle buses so that employees coming into Midtown Manhattan from suburban homes can avoid taking the subway to the bank’s downtown offices. To allay concerns about rising crime in New York, at least one other firm has hired shuttle buses to ferry people a few blocks from Pennsylvania Station to offices in Midtown, Ms. Wylde said.
Remote working arrangements are also emerging as a key consideration for workers interviewing for new jobs, according to Alan Johnson, the managing director of Johnson Associates, a Wall Street compensation consultancy.
He also said the Bild workplace culture would not be replicated in the United States. “We will not tolerate any behavior in our organizations worldwide that does not follow our very clear compliance policies. We aspire to be the best digital media company in the democratic world with the highest ethical standards and an inclusive, open culture,” he said.
Axel Springer forwarded a letter from lawyers stating that Bild was not legally obliged to fire Mr. Reichelt.
But a March 1 message from Mr. Döpfner to a friend with whom he later had a falling out over the way the company handled the allegations against Mr. Reichelt, Benjamin von Stuckrad-Barre, suggests that, while Mr. Döpfner was central to deciding how to act on the investigation’s findings as chief executive, he may not have been impartial. In the message, sent after Axel Springer had become aware of the allegations, but before the investigation was underway, Mr. Döpfner referred to an opinion column by Mr. Reichelt complaining about Covid restrictions.
Mr. Döpfner wrote that “we have to be especially careful” in the investigation, because Mr. Reichelt “is really the last and only journalist in Germany who is still courageously rebelling against the new GDR authoritarian state,” according to a copy of the message that I obtained. (The reference to GDR, or Communist East Germany, in this context, is a bit like “woke mob.”) Mr. Döpfner also wrote that Mr. Reichelt had “powerful enemies.”
Mr. Döpfner’s political statement in that message may seem at odds with his stated plans for his new American properties, which The Wall Street Journal reported last week, will “embody his vision of unbiased, nonpartisan reporting, versus activist journalism, which, he said, is enhancing societal polarization in the U.S. and elsewhere.”
As Axel Springer was struggling to contain the fallout from the Bild investigation, Mr. Döpfner’s focus was on Washington. This spring and summer, he conducted secret, parallel conversations with executives at two rival news organizations based in Washington, Politico and Axios, the site started in 2016 by Jim VandeHei, Mike Allen and Roy Schwartz, all formerly of Politico.
Mr. Döpfner’s goal was to buy both and combine them into a mighty competitor to the nation’s largest news outlets. The Politico acquisition, announced in August, was a triumph for his company. But behind the scenes, Axel Springer’s courting style had alienated its other target.
“We’ve taken the stance that we’re not going to ask employees to get vaccinated because of the sheer multiple who don’t want to get vaccinated,” said Mr. Lucanera, who is vaccinated. “If we demand for a lot of them to get vaccinated to come back to work, we are afraid they’re not going to come back.”
But as Covid cases have escalated, some of his unvaccinated workers have gotten sick. To cover their shifts, he has had to pay others overtime, which has been a drain on the company’s bottom line. Recently, he turned down a contract with a school district because he didn’t have enough officers to fulfill the request.
“It almost seems that whoever already doesn’t have it by this time has made up their minds,” Mr. Lucanera said. “If I put my foot down, will it hurt the company in terms of creating a bigger problem than we have?”
Still, for many unvaccinated workers, finding a new job is often not a desirable, or feasible, option.
Benjamin Rose, 28, who works at a global bank in the Chicago area, said his decision not to get the shot was “really just a cost-benefit analysis.” He contracted Covid-19 six months ago, he said, and a recent blood test showed he still had antibodies.
But because he is not vaccinated, his company requires that he work remotely even as it has begun to allow vaccinated employees back in the office. While he said he enjoyed the flexibility of remote work and was not opposed to vaccine mandates, he also did not want to feel like he was being coerced.
“I find it a little irksome how big corporations, the media and the government are all sort of this united front in pushing the vaccine so hard,” Mr. Rose said.
At the same time, he said, if his company instituted a vaccine mandate, he would likely comply.
“It’s not the hill I’m going to die on,” he said. “If it really became something that was going to strongly affect my career, I would probably just get it.”