The ConverSAYtion
The ConverSAYtion is simply a couple of middle aged men sharing company and conversation. Psych and K take their time sorting through so much to say about society, culture, relationships, education, finance, technology, health, and more. Inspired to find engaging ways to entertain and enrich the lives of their listeners is their primary pursuit. Join them as they invest themselves in providing value to their audience. Welcome to The ConverSAYtion.
The ConverSAYtion
Quiet Quitting: When Staff Stop Caring But Keep Collecting
Ever wondered what happens when employees mentally check out but physically stay on the job? This fascinating deep-dive into "quiet quitting" reveals the frustrating reality many leaders face when staff members do just enough to avoid termination while withholding their full potential.
Our conversation begins by challenging the popular definition of quiet quitting. It's not simply about maintaining work-life boundaries—it's a calculated strategy of minimal effort that leaves managers and motivated teammates picking up the slack. Through real-world examples from a special education classroom, we explore how this phenomenon manifests when staff leverage health concerns or workplace incidents to reduce their responsibilities while remaining employed.
The discussion takes unexpected turns as we compare quiet quitting across different work environments. From government positions to remote work settings where "mouse jigglers" create the illusion of productivity, we examine how organizations are responding to this workplace trend. Modern monitoring software and performance evaluation strategies emerge as potential solutions, though the underlying issues often run deeper than mere productivity tracking can address.
Personal anecdotes lighten the mood as we share gambling adventures from a recent Reno trip, providing comic relief amid the serious workplace discussion. The contrast between winning big at the casino tables and struggling with unmotivated staff creates a relatable narrative about life's unpredictable rewards and challenges.
The episode culminates with a look ahead at managing an expanding special education classroom where preventing the spread of negative attitudes becomes crucial. With eleven staff members anticipated for the coming year, leadership strategies for engaging new team members before they're influenced by existing dynamics become the central focus.
Whether you're a manager grappling with unmotivated staff or someone questioning your own workplace engagement, this episode offers valuable insights into the psychology behind quiet quitting and practical approaches for fostering a more invested team. Subscribe now to join the conversation!
You don't gotta do it if you don't want to. You don't gotta do it if you don't want to. You don't gotta do it if you don't want to. It's just a suggestion, come on. Okay, bro.
Speaker 2:That's crazy.
Speaker 1:And now let us hand the baton back to you so that you can select the next article.
Speaker 2:Oh wow, so I can't play the drake song, but I can I can read some of the lyrics jesus h christ.
Speaker 1:Is that better or?
Speaker 2:worse. I know way too many people here right now that I didn't know last year. Look at this, Right, right right here.
Speaker 1:Can you sing it for me?
Speaker 2:No, I'm not going to, but you read those first two lines.
Speaker 1:Who the fuck are y'all? Is that what he says in the song yes, yes, what?
Speaker 2:Oh, that's good.
Speaker 1:Or that song by so your topic doesn't have a point.
Speaker 2:No hold on, I'm going to come back to it. I'm going to come back. It was Big Sean. Big Sean with Ashley. That's a person, those are people. Yes, big Sean with Ashley. That's a person. Those are people. Yes, ashley Larris. Here we go, and I identify with this song actually.
Speaker 1:Never on time. I'm always going to be late. Is that a song?
Speaker 2:Yeah, here we go, there we are.
Speaker 1:Yeah, I got brand new Benz, crazy right. Brand new Benz Got less miles on it than I do, friends, okay, how long does that last?
Speaker 2:I don't know. You probably have to make some more friends, all right, so okay, so work. Did something turn on in my house? Hold on.
Speaker 1:No, it's one of our devices. Oh oh, it's my fan going wild Because it's hot. It's going to be fine, bro All right, it's not going to break?
Speaker 2:No, it's not going to break and I think the high band canceling is going to make it up, okay, so I don't necessarily have an article per se as much as I do a topic, so what I'm going through right now maybe is somewhat similar to what you're doing going through right now. I had I had to look up and revisit, look up again, revisit this, this, this term that people I don't, I don't know what its origin was, scimity toilet, quiet, quitting oh yeah, quite quick.
Speaker 1:Yeah, I just talked about that last episode.
Speaker 2:Yes, yeah, quiet, quitting, because I think I have. I have some people who are probably doing it and it is. It is infuriating and it makes it difficult to lead a team of people who are also noticing that these people are giving less than they're capable. So do you want? You want the? Textbook definition yeah, let's let's go with that. Let let's do it.
Speaker 1:Define quitting.
Speaker 2:So I have one person who you got it. Yes, let's do it Quiet.
Speaker 1:Quitting is when someone does exactly what their job requires, no more, no less. They're still showing up, still doing their duties, but they're not going above and beyond. Not staying late and not answering emails at midnight. This is what ChatGPT says. Is the textbook definition.
Speaker 2:I don't think I agree with that definition.
Speaker 1:The way I understand quiet quitting is doing the bare minimum to not get fired for as long as possible yes, yes, that's that's where I'm at.
Speaker 2:This is saying do your job and don't do extra well, that's fine, that's what you were hired to do, and I will read this verbatim.
Speaker 1:it continues to chat gpt continues to say if you want to mess with psych a bit, try something like so psych quiet queen is basically when someone stops pretending their job is a cult. You ever had an employee who was doing the bare minimum and you couldn't fire them. That's quiet quitting in action, kind of like how you host this podcast, wow.
Speaker 2:That hurts. Has ChatGPT seen our podcast?
Speaker 1:You're the only one.
Speaker 2:Wow, dude, that's savage, but you could put in videos and documents. You can use AI to review videos and documents and it will take a look. Oh, I got brought. Okay, chatty, I'm going to get to you later. This is not what I'm talking about.
Speaker 1:Yes, if he tries to clap back, just double down. Look, man, I'm not saying you quiet, quit the podcast, but if we check the group chat receipts it ain't looking good what wow so yes, quite dude, this is gold, that is.
Speaker 2:This is really good so quite quick, I think it's I. I agree with you. I think it's just doing enough where you fly under the radar and you're not let go yeah you do just enough not to get terminated. So I've got a couple people. I've got one person who is I don't think, I don't think they're ever going to see this.
Speaker 2:They are at the retirement age and they disagree with many things that are currently been happening, and I think they are pretty much just phoning it in yeah and I had them working with the student, and they didn't want to work with the student, and so what happened was they claimed they were injured by said student and that's not quite clean.
Speaker 1:That's fraud, unless it's true.
Speaker 2:In that case I'm sorry, was there physical contact initiated by the student towards the staff member?
Speaker 1:Yes, I believe, there was.
Speaker 2:I didn't see it, but I am told that it happened.
Speaker 1:Is that an expectation of the job, though?
Speaker 2:No, you're not supposed to get injured.
Speaker 1:But I mean contact. Are your students going to come into contact with you? Yeah, it's unavoidable, it's going to happen.
Speaker 2:It's going to come into contact with you. Yeah, it's unavoidable, it's going to happen, it's going to happen. And when the contact was made I think, like I said, I didn't witness this personally I think this person would not have thrown out the possibility that this door has opened and a claim is possible and no one's going to argue this point. So the person has been now removed from my classroom, is no longer cleared to work with any students, has been reassigned and is gone for the rest of the year. And now now I'm pretty much short a person. I have another person who Collapsed On Monday and and I was about to I was about to either send them on a trip and or supervise students in the classroom and I was like this is the second time it's happened. Their blood pressure dropped, they almost lost consciousness, they were slurring their words like they were having a stroke. We got the nurse in there to take in blood pressure. Blood pressure is almost non-existent. Now where are we? And they can't perform.
Speaker 2:Two different people, two different situations. Both of them, I think, are doing about the same thing. They're just using different this person. I was harmed, I was hurt, I was attacked, I was accosted. And give me less this class. Too challenging Students, too challenging. This is too much. I don't want any part of that. I want out. This person is using, potentially allegedly, their disabilities disabilities in and abilities, lack of lack of control over their health to lead them to doing again less than their peers I don't know that I would call either of your situations quiet quitting.
Speaker 1:I think person A is out to coast but is looking for a free ride towards retirement, but not necessarily not wanting to, not trying to fly under the radar, because you don't fly under the radar by saying hey, notice me. This person attacked me and now I'm going to make a stick out of it. That's not quiet at all. The other person may actually have emotional issues tied to their condition which may lead them to believe that they can't perform at a level that is above me. I think that quiet quitting the way that it is described or has been described to me in both articles and by other folk, is nefarious. It's specifically I'm perfectly fine, I just don't want to do this, so especially working from home.
Speaker 1:I think a lot of quiet quitters are working from home and they're like Just jiggle their mouths.
Speaker 1:Yes, a few keystrokes yes and get in front of the camera and if I send a couple of emails today, one at the start of my day, one at the end of my day, um, start a meeting. Turn off your camera yeah, you know, these few things that I got, I've got, I've got to do this report over here. It's got to be done by the end of the week. Uh, I'll just have, I'll just have grok help me with that on thursday. You know, no big deal that's quiet, quitting.
Speaker 2:Automated an email to send later yeah, yeah, oh yeah.
Speaker 1:So and and you've seen, I specifically call out people to work from home. Uh, you know, 100 because I'm jealous, but those fuckers. I've also read articles. We just worked out with one of them this morning. Yes, that fucking guy Couldn't even be bothered to come watch our podcast. Hey, Josh, If you watched this you could have been here, but you decided to go home and eat beef.
Speaker 2:It's Wes for dinner, yeah.
Speaker 1:But yes, I've read articles where companies are because you're using a company laptop and they put proprietary software on it. I mean my laptop and my cell phone for work and stuff has they put proprietary software on it? You know, like, I mean my, my laptop and my cell phone for work and stuff has all kinds of stuff on it. It's because it's government needs to be secure. It has all kinds of things. But you know, these companies are putting stuff on the back end of your laptop and they can actually watch your mouse movements and your key strokes and they're finding. They're finding. They call them mouse jigglers.
Speaker 1:They're finding those people and being like hey, you charged us for 40 hours worth of work and all you did was jiggle your mouse every 4 minutes and 56 seconds, so your computer wouldn't go to sleep for 3 solid days. You're fired. So here's the thing.
Speaker 2:I disagree with this to a certain extent. I think an employee should bring value to a company. The time that you hire them to be there and the rate that you pay them per hour they are there is in hopes in recouping that value. Yes, in hopes, yes, yes. The hope is there that you make the money. However, I don't think that you can be upset with an employee, say okay, so let's say you have an employee, just make it easy.
Speaker 1:I can't wait to hear how this pans out. You can't be upset with an employee who just jiggles the mouse for three days. That's where we started this.
Speaker 2:No, no. I don't think you can be upset with an employee that you've hired for $100,000 a year. Let's say in your mind you're going, they still give you that three hundred thousand dollars in value, but you're upset because they did it in half the time so I don't think that that's the problem.
Speaker 1:Uh, yes, so if that person can perform at a higher level to produce in a shorter amount of time than your hourly rate, the monetary gain that you're expecting from them, that's what they. But quiet quitting would be more akin to I'm paying you $100,000 a year and I'm getting $100,000 in return. If I'm expecting a profit on your productivity, that's quiet quitting, the bare-ass minimum. Think of luxury hotels. I don minimum think of luxury hotels.
Speaker 2:I don't think of luxury hotels right now. I don't want to why not? Sorry about that. Well, we reno was great this year dude.
Speaker 1:Reno was so much fun. Bro, I had an amazing time. You, of course, had an amazing time because you came back with we're sitting in your car like this because your wallet is so fat. Actually, I won money too, but not like I mean not like you, but we did. It was seriously. I mean this is the, this was the, the 23rd trip and and, uh, I don't know that I've have had this much fun and been so successful ever. And we got the and we got the, the, the, the, the in-room spa suite in the corner.
Speaker 2:Yes, yes, so. So I was kind of surprised. I thought they were gonna. I told you they were gonna comp the room, yeah, and they did, and then I opted for the upgrade and I thought that was comped too. It was not no, no, no. But I didn't have to pay the resort fee, so it just came out.
Speaker 1:So I paid for both. It was $35 a day for the resort fee. Okay, they call it something different, like city taxes or some shit.
Speaker 2:Okay, but I paid for the resort fee and I paid the $51 for the upgrade.
Speaker 1:Oh, they didn't charge me the resort fee you get after it, bro, nice, they saw how much money you won and were like let's get this guy to come back.
Speaker 2:But I thought it was all going to be comp. So I was kind of perturbed.
Speaker 1:I was like ah, I won so much. Oh gosh, I'm so perturbed right now.
Speaker 2:So, yeah, I won, I won, I yeah, I won, I hit it big. It was our last night. When I had gone to bed. Yeah, it was our last night because I hung out with Taco and Zach and Ryan and we went to go play. Well, they were doing their thing, playing something ridiculous like three cards three card poker me and talk.
Speaker 1:We're playing three card every other table game exactly three cards.
Speaker 2:Such a nasty game I won money on through and and something ultimate hold them or whatever zach was all to the homes. It's off the same thing, it's like it's like three cards. So so I went to, I went to the my blackjack machine $3 minimum video blackjack and I put in 100.
Speaker 1:Run the Martingale.
Speaker 2:And I did, and I racked it up to three and I was like, ah, I need a break. I went to go see what those guys are doing and then I went back, I put in 100, racked it up to $3, pulled it out.
Speaker 1:Were you following the system.
Speaker 2:I was there, you go, I was, so you finally learned after all the years. Yeah, okay, good. In fact, I thought the machine was broken.
Speaker 1:Because it kept giving you money?
Speaker 2:No way. And Ryan came over and I told him as much as like I think this machine is broken and he walked away and all of my money got zapped to like 14 or something like that because like could you stop using the system?
Speaker 2:uh, no, no, yes and no yes yes and no, so so I, so I put, I put another 200 in one at all back and another hundred or something like that. Crazy good. So after dinner was up about five and then, and then, uh, we went to go to this, uh, silver legacy to go play craps that they're so the they're the hybrid table yes, this is the same one they were raving about at the GSR.
Speaker 2:Yeah, so like, oh, it's here, it's here, it's like okay, now, that weekend one of my coworkers was also in the silver legacy. Yes, so I'm just kind of keeping an eye out, like all right, okay. So there was four seats at the end and there was a woman playing in the middle, so three guys sat down and I was standing up. I was like I don't even know how to play this game.
Speaker 1:Let's let them go. Perhaps it's complicated.
Speaker 2:And I think she got the idea like, hey, we're all together, but I think she was about done, so she got up, so I sat down and're all together, but I think she was about done, so she got up, so I sat down and we start going and I'm sitting next to Ryan, who's like Zach, a former dealer, and Zach or, I'm sorry, ryan was a pit boss as well, so he was playing past line six and eight and going after her, or what. I went a little harder than that.
Speaker 1:Yeah, oh Jesus.
Speaker 2:And so, yeah, I was going. It was very easy to bet $100 in a roll.
Speaker 1:Oh yeah, Because a lot of that money stays there until things happen.
Speaker 2:I didn't know this. Oh yeah, so I just kept adding to it, you kept adding to it, so I'm approaching $200. Yeah, of course, yeah, yeah. And we not just us, us, four, but the whole crowd just could not lose. I was having fun, I was a shooter, I'm rolling the dice out there, we're just going. It was epic, we're all winning. I'm up for another four or five hundred dollars and then pit boss comes around. We're going to be closing in 15 minutes, guys yeah, shut your shit down.
Speaker 2:We're changing the shift, swing shift. That's got to go home. That machine was broken. We did. Yeah, that one was broken. They were getting taken hand over fist. Good, fuck them. So then we went back and, uh, we, we played some. No, I think we had some. I think we had some tequila at the bar. Yeah and yeah, I got. I got a bucket of beers and some tequila shots for the guys.
Speaker 1:It was ending the night two nights in a row, early morning with tequila, yeah that was.
Speaker 2:It was good. Yeah, we did good conversation. But then also at the blackjack table, I remember putting down three to play and maybe this guy just was like these guys are cool, let's just let them win. I walked away with a grand at that table.
Speaker 1:Jesus Christ, screw you.
Speaker 2:That was good, that was good, it was good. And not even counting. I remember the night before I just coming up with like yeah, we were playing the blackjack and we were doing well.
Speaker 1:I was taco taco. He had some ups and downs, but we're at the blackjack table and I was doing really well. I was up, I was up three or four pretty quick and you kept coming with with, you know, the digital strip and each time it was a bigger, bigger amount that was yeah, it climbed, it climbed.
Speaker 2:I at one point I lost one of those, those printouts, in a stack of bills and it's like I was like, oh, I had more than I thought I did, but yeah it it was, it was, it was a good time. Yeah, dinners, oh, thank you again for your generosity that first night at dinner.
Speaker 1:Priya took it rather well, I think.
Speaker 2:Good good.
Speaker 1:But after the second night I think she was already plotting the revenge.
Speaker 2:She was a little huffy and puffy.
Speaker 1:No, she was very cordial and I think we could have done a better job of selling the duration of her graciousness as a host in that regard, and that we were doing it, by and large, specifically because we wanted to pay back that generosity. Yeah, but we were drunk. What are you going to do? It's fine.
Speaker 2:Yeah drunk.
Speaker 1:So what are you gonna do? It's fine, yeah, yeah. So I'm glad you guys went out and had a great time after the second dinner, knowing that I had to yeah, you had had to go. I had to go from reno to stockton, to sacramento, to denver, and that was a trip in itself. I didn't, I didn't, I didn't actually sit down on the hotel bed until almost one in the morning. It wasn't terrible, it wasn't like Vegas bad, but it was a long day, and so we let you guys go off and have fun and we snuck over to Circus Circus to play carnival games for an hour and then went to bed.
Speaker 2:Yeah, you were there and I remember following and nothing ticked to you. It's fine. I think you guys really wanted that time and I was just kind of here it's like okay, what's you know what was over there. I was more interested if there was going to be any performers or stage. There was one, it was kind of cool.
Speaker 1:They watched the performance, you know, because they have one. Oh, they did have one, okay, yeah, and there was, um, it was kind of cool. It has a that was a gal dressed up as a, as a marionette, oh, and they had a bunch of like ribbons that came down from the ceiling and she kind of did this whole thing and they got sucked into the air. It was. It was pretty cool. Yeah, all right, it was fun, nice, yeah.
Speaker 1:And we knew and we were talking about the ponies, because we went during the derby, kentucky derby, and taco had sent the picture of the, the racing, which apparently he'd never seen before, and so I was like, yeah, they got the horses and the camels at Circus Circus. So we were walking by and there was this group. It was like a family and maybe like a son and a girlfriend and some smaller kids and mom and dad, and they were all at the thing getting ready to play. And it was right after dinner and I was a little toasted and I was like I told the wife, I was like, hey, let's play this right now, okay, and I just totally whooped everybody by the legs and the attendant has to grab the plush toy.
Speaker 1:Were. They quite quitted, yeah, paraded past all this whole family and they just sheepishly handed it to me and I was like hell yeah, babe, look what I won you. We got up and left so bad, dude, you hurt feelings, it was so bad. And then, as we walked away, I'm like oh, I totally burned that whole family just now I won money on the pony too.
Speaker 2:I bet like I put in 100, I bet just a little over 50 on like race 6 through 14. Lost on every single one and then, like that one year at your house, I hit the trifecta, yeah, on the final race of the day and won it all back and more that first, that first day at my house, we both hit the track that was something magical. Yeah, it's so good it's. We both hit the tri-piston. That was something magical. So good, we both did it Same time.
Speaker 2:No, it's good. I don't know how we meandered ourselves all the way over there. Work right now.
Speaker 1:I think it's May, Everyone's they've had it Because you're in school, you're getting ready to get out.
Speaker 2:Yes, so one of the first staff I mentioned that had allegedly claimed to have been injured and has been reassigned. She approached me and was like hey, I'm not going to be here for 2026. And I'm thinking, well, that's like we're 2025. You're coming back. And coming back around. She's like yes, they require you have three months. You give them three months notice to retire. I was like, huh, ok, well, congratulations.
Speaker 1:I mean congratulations.
Speaker 2:There's more than three months between now and 2026. Ok, so, yeah, I did. But congratulations, there's more than three months between now and 2026. Okay, so, yeah, I did. I was like I think you can retire anytime you want to. And she's like, yeah, but they don't give you the $1,500 to give them notice to retire. I was like, oh, okay.
Speaker 1:Wait a minute. You get a bonus for giving them advance notice for being too old to work.
Speaker 2:Wow. So that's what she's waiting on. She wants to get to that point where she can give them the bonus.
Speaker 1:She can get the bonus for retiring. She can get the bonus I would. I would too, but I'd quite quit my ass off at that point but I called her out on what she was presenting.
Speaker 2:She said she, she wants to retire but she can't, because she can't do it for three months. And I was like, and I knew about this. But so I was like, I was like you, we, we can go down there right now. That's so silly that's too seriously.
Speaker 1:I mean I'm down for it because I that's so silly, that's too serious. I mean I'm down for it. So logically I get it Because, especially when you're a government employee, all the paperwork and stuff to finalize your work tenure it can be significant. Like if I left the lab, they want a minimum of a month just to leave for any reason. They want 30 days. It's a lot of a month just to leave for any reason. They want. They want 30 days. It's a lot of paperwork, a lot of stuff going on. So incentivizing people uh, it's, it just goes back to people are so selfish.
Speaker 2:If I decide I'm not going to be back next year and I tell them and I complete my school year, but I let them know in December I'm not coming back the next school year. Did they take off for three months? No, they gave me $2,500 or something like that.
Speaker 1:Okay, well, I mean, let me know how that goes in 20 years, but still so, my guys, none of them are quite quitting, so they're average. They're average, which we all know. The don't be average rule Nope, I take that back Honestly.
Speaker 2:They Okay, so I know your slogan, I get it Don't be average, right, don't be average, yes.
Speaker 1:But they're not going below the bar.
Speaker 2:But if you're not average, you could be below average, yeah you could.
Speaker 1:That's why it's funny. Thank you for getting the joke. No, so for what they do, the guys are great. Uh, but since I lost my only other technologically minded employee or staff member or coworker or coworkers when I, when I, when I tried to leverage the expectation that we would all kind of share that which gives them an opportunity to grow and get more and be better, and actually I, you know, the carrot is the only opportunity for promotion within the group, everyone there, they're all, by and large, almost like no, I'm just going to kind of sit here and do the great job that I do right now. I don't need more. Okay, they, they could totally take on more. They totally could, because what is being asked of them is not crazy and they would gain. They would gain, and I try to try to present that to them, but they're not quiet, quitting, but they're not showing the interest in receiving more.
Speaker 1:Maybe we're paying them too much or something like that, but so this is common for government work, though yeah, I would agree with that, from what I see from this commonplace if you have government work and a union the only people at the lab who are like that are the electricians, maybe the carpenters. I think this is commonplace If you have government work and a union, the only people at the lab who are like that are the electricians, maybe the carpenters, I think, just electricians. But yes, we're not union, oh, you're not.
Speaker 2:No, no, no. Oh, okay, that's news to me. I thought you were, I just assumed you were.
Speaker 1:No, in fact, my guys spent a couple of years pursuing david bacon. For the kind of work we're getting, david david bacon is like the federal contractor version of union work. Sounds delicious, prevailing, it's a 60s, a 60s law um, but no, they there's.
Speaker 1:No, they don't see the incentive because we're giving them enough, honestly, so they're more apt to sit there and watch me struggle like hard struggle, because what I do at my job I'm not even sure if I want to be there right now. My struggle is real, but whether they see it and don't care I don't think that's it for most of them or they see it and they don't think that they can help because they don't have the capacity or the aptitude for it. But I'm not getting those answers from them, so it just seems like they're just sitting on their thumbs. I think that you really have to evaluate a person's performance before you can identify them as somebody who is giving up or doesn't care or is maliciously quiet, quitting. Evaluate a person's performance before you can identify them as somebody who is giving up or doesn't care or is maliciously quiet, quitting, because I wouldn't accuse any of my guys doing that. Yeah, but they're still not.
Speaker 2:They're still not meeting the performance standards that I would like to see. So next year, I've been told I am receiving four more students, which will max me out on paper, which will. This year was the largest class I've ever had, ever, ever, since as long as I've done this. The largest class and those four students are coming in with one-to-one aids each, each Okay. Which will give me 11 staff members next year so let me ask.
Speaker 1:I have a couple questions. The first question is do you think that all these these students will actually show up with one to one aides?
Speaker 2:I'm told that they told that do you think that will occur? Uh, I haven't confirmed that yet. That was on, that was on my list, but yes, I have been led to believe running your fucking office?
Speaker 1:do you personally believe, based on your experience, that all these kids are going to show up with their aids, or are you going to get?
Speaker 2:yes, yeah, I do, I do, I do. That's that's what I, that's what I've been told, it's what I've been led to believe.
Speaker 1:It doesn't strike me that these particular families are to be trifled with and so my second question is does that mean that you feel that you should be? Oh, you're reading this from chatty no, no, but I am looking at my computer for very specific reasons. Do you believe that you should be compensated at a higher rate for this increase? Because my assumption is, if your four students require one-to-one aides, they are outlier cases. They're excessive.
Speaker 2:Their needs are, you know their needs are more, and I already have four students that have one-to-ones and one of my students that has one of those four has a one-to-one and a nurse that just keeps them alive. So now I'll get. So I have two classroom paraprofessionals. My class is assigned two. Just in case there's no one-to-ones assigned to my class or any of the students, I will at least have two people that can support the classroom and the students. So I have two. Then I have four one-to-ones currently, so that's six, and then I have the nurse. That's seven, and next year I will retain all of them. I don't know if there's a nurse coming with any of those four, so I'll have to ask that and get four additional ones, and I will be scheduling the year breaks, lunches, rotations. So I'm trying to find out.
Speaker 1:Sounds like an administrative nightmare. What? Are your expectations that these four new staff members are going to be.
Speaker 2:So that brings me right back around to quiet quitting. I need to shore up our inefficiencies now before introducing four new people into this mix. I don't want the negativity from this group to taint this group so from my experience, that's almost impossible to do from management perspective.
Speaker 1:You cannot, they're gonna. They're the people, the people who have been there. Once they get these people, even before they even know, even before they even suss them out, they don't care if these four new one-to-one professionals are hard nos really work before you get them into a place where they need to understand the job properly. It's always going to happen. You can't avoid it.
Speaker 2:Oh, but I have plans to.
Speaker 1:You can circumvent it, you can combat it, but you can circumvent it, you can combat it, but you can't avoid them attempting to do it Correct, correct.
Speaker 2:I want to find a time and a place to meet with these incoming people in advance to set them straight.
Speaker 1:And your existing employees want to do the same thing.
Speaker 2:Yes, and actually they know who they are before I do.
Speaker 1:Even better, you're F in the.
Speaker 2:A, that's the T-shirt. Yeah, yes, stickers everywhere.
Speaker 1:So next season on the Convertition Podcast, be prepared to hear about Sykes' trials and tribulations as he tries to navigate almost a dozen people in a very stressful work environment.
Speaker 2:So I did ask the union hey, is there a limit?
Speaker 1:How many people you can staff without being paid more.
Speaker 2:Is there a ceiling at all? And they're like no.
Speaker 1:So what is the maximum number of students that you can have in your class?
Speaker 2:There is none but you just said you're capping out, yes, at 17. But after 17, they have to pay so many dollars per day per student To you or to To me? Oh, okay, it's like $15 a day Per student, per student in excess of 15, or, I'm sorry, I misspoke 17. But that doesn't kick in until they've been in my class in an excess of 30 days. Dude, there's a trial period and then it.
Speaker 1:I'd be fucking with you if I was the administrator, bro, I'd just be like he's getting 26 students, let's pay the extra fucking 200 a day yeah times 185 days I guess you could see it being as being significant, but 15 a student for the kind of stuff that you do seems like you'd be pulling your hair out.
Speaker 2:That comes out to $37,000.
Speaker 1:Okay, okay.
Speaker 2:I'm not against that.
Speaker 1:You're such a fucking savage bro, you're an absolute savage. I won't, I mean, I Do it, I dare you.
Speaker 2:Do it. I accepted they're going to have to build me a wing of this high school. I won't. I mean I do it. I dare you do it. I accepted they're gonna have to build me a wing of this high school. I mean I will need more space.
Speaker 1:The the psych conversation podcast wing the.
Speaker 2:The fire marshal won't allow that many people in my room. Oh, but that compensation is acceptable. Okay, okay, so that many people in my room, but that compensation is acceptable.
Speaker 1:Okay, Okay. So next season on the Compensation Podcast, Sykes' whole life will be represented by We've almost been at this a year. Yes, almost Almost I wanted to get you're you're. These four blocks, those four episode block that we're recording right now, is going to bring us one episode shy of 50 episodes. Yeah, so thanks for tuning in, mom, appreciate you thank you, mommy dearest and that brings us to our final topic for today. Will I like it? Yes, of course this is easy.
Speaker 1:This is low-hanging fruit, light work. The economy is in trouble apparently not when it comes to mother's day, and you can rearrange these episodes as you see fit, if you want to.
Speaker 2:I don't, I just attack it, I do. I noticed yeah.
Speaker 1:Yeah, but I just thought I really wanted to do the first thing that I did first because of Actually, I might yeah.
Speaker 2:Mother's Day. Maybe I will.
Speaker 1:I mean I might, yeah, I might stay, Maybe I will. I mean I specifically wanted so I can use it throughout the day.
Speaker 2:Are we watching Perry Mason?
Speaker 1:Yes, later.
