Employee Gets Asked To Do Only What Their Job Title Says, It Backfires On Management

In the ever-evolving landscape of the modern workplace, drama always occurs. In today’s story, OP worked at a construction company as an inventory admin. The job involved counting items in the warehouse and checking the numbers. However, once the inventory was well-organized, there wasn’t much to do. To combat the boredom, OP became an expert in the company’s computer system, which is vital for various operations. OP’s proficiency led the company to stop using expensive external consultants for computer system issues.

However, when a significant mistake occurred in the warehouse, and the computer system experienced problems, tensions arose. The warehouse manager blamed OP for not resolving the issue and ordered them to focus solely on inventory. Following the directive, OP refrained from computer-related tasks. Yet, when the payroll was affected due to computer issues, the situation became chaotic. Workers didn’t receive their pay, and the company hired costly consultants who couldn’t fix the problem promptly. In the end, the company created a new position for OP, overseeing both inventory and the computer system, with a substantial pay raise. OP fixed the computer problem, ensuring everyone received their pay.

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OP, a construction company inventory admin, manages warehouse counts and investigates discrepancies. The role delves into various details beyond this.

OP faces job monotony as tasks become quicker with expertise. To combat boredom, they delve into the company’s cloud-based ERP system.

OP becomes an expert in the company’s vital ERP system, which manages all internal and external functions, making its reliability crucial.

OP’s expertise led to the VP replacing expensive ERP consultants. This change saved money, as OP could resolve issues more efficiently.

OP’s remarkable efficiency outshone expensive ERP consultants who charged $200 per hour.

Despite this, OP didn’t receive a job title or raise. The company recognized their ability but didn’t reward it, leaving OP content to save money for the company.

Months later, a new warehouse manager faces a costly inventory error while an ERP update creates accounting issues. OP tackles the ERP problem initially.

While an inventory blunder causes a costly delay, OP prioritizes solving ERP issues, averting a crisis by fixing them before bill deadlines.

The new warehouse manager blames OP for an error. OP defends themselves, explaining they were addressing an ERP issue. The manager criticizes OP.

OP remains composed but is frustrated. The manager restricts OP to their job title, excluding ERP work. OP requests written confirmation, which the manager provides.

OP focuses solely on inventory, awaiting a problem they won’t address. A week later, HR encounters an ERP issue, and OP declines involvement.

OP foresaw the help guide wouldn’t help HR. Days later, OP’s paycheck didn’t arrive, leading to workplace chaos.

The entire warehouse staff walks out due to missing pay. The warehouse manager panics, and OP offers assistance, but the manager declines.

The entire warehouse staff walks out due to missing pay. The warehouse manager panics, and OP offers assistance, but the manager declines.

The VP confronts OP about not fixing the HR issue. OP cites the job title change, leaving the VP surprised.

The VP confronts the warehouse manager.

The warehouse manager then requests OP’s help with HR and ERP issues. OP demands a job title and raise. The VP storms out in anger.

Later, the VP emails that he hired ERP consultants to fix the issue and promises payments next week, surprising OP.

VP assumed OP would change their mind, but OP waited. Warehouse staff returned, upset about unpaid wages.

Next Friday, nobody gets paid again, creating a severe issue. The staff becomes agitated and considers working for nearby competitors.

OP contemplated solving the problem as the warehouse staff didn’t deserve this due to poor management and felt underpaid.

The VP offered OP a promotion to handle inventory/ERP, which came with a raise.

OP signed it to resolve HR issues promptly.

Here’s TLDR on the story.

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