Summary of Key Points
This article uses the example of domestic companies implementing a "video-sharing policy for all employees" as a case study to highlight the issue of workplace competition (or "involution"). It contrasts this with French workplace cultures that emphasize mandatory rest and support for employees' personal development. The article reveals common problems in Chinese workplaces, such as a mismatch in the understanding of workloads between bosses and employees, overexertion of labor forces, and the negative impacts on individual health, family relationships, and social vitality. It emphasizes that people are not expendable resources; rather, labor forces need proper rest and time for regeneration to be sustainable.
Detailed Analysis
1. The Boss's View of "Easy Work" vs. The Employee's Nightmare of Overtime
The news reports that a company asked 22,000 employees to spend 15 minutes each day sharing three product videos, with bonuses offered for increasing followers. However, anyone with experience in social media knows this is unrealistic: writing scripts, filming, editing, and adding subtitles takes at least one to two hours. What the boss considered a minor task turned out to be an additional burden of overtime for the employees. A similar example from last year involved Zhou Hongyi, who said he would handle the marketing department's tasks himself and hold a press conference; yet, the conference still required the efforts of dozens of people over half a month (arranging venues, creating PPTs, obtaining approvals, etc.) to be successful. The boss only saw himself speaking for two hours but ignored the underlying work. This discrepancy in perception—where the boss thinks it's simple and the employee is exhausted—is often compensated for by the employee's overtime.
2. Domestic Workplaces at the Edge of Exhaustion vs. French Culture That Values Rest
To what extent has competition in Chinese workplaces reached extreme levels? It's common for bosses to assume employees are available 24/7; a 996 work schedule is the norm, and not responding to messages on mobile phones during weekends is seen as unusual. In France, however, things are quite different: May Day is a mandatory day off, and bakeries that open on this day can be fined up to 5,250 euros. The prime minister even faced legal action for asking for an exception. This reflects two contrasting workplace philosophies: in China, sacrificing personal time is seen as a sign of dedication, while in France, the right to rest is considered more important than making money; they believe that not allowing employees to take statutory holidays is a disrespect for them.
3. Why Does Involution End Up Losing Everyone?—Labor Is Not an Unlimited Resource
Many bosses treat employees like machines that can work indefinitely once "turned on." But humans are not tools; labor forces need time for regeneration, just as phones need charging. Employees need to eat well, sleep adequately, spend time with their families, and have hobbies to regain energy for work. The consequences of excessive involution are already evident: health issues (such as sudden death and chronic diseases), mental anxiety, deteriorating relationships, declining birth rates, and reduced consumer spending power. These problems can have a domino effect, undermining the vitality of society as a whole.
4. Side Hustles in Germany as a Plus, but in China, They Are Seen as Neglect of Duty
In German workplaces, employees with side hustles (such as being ski hosts or photographers) are viewed positively by their bosses as capable and well-rounded individuals. In China, however, bosses often think, "Do you have time for that? That means your workload is not sufficient." This difference reflects different definitions of what it means to be a "professional": in Germany, employees are seen as whole individuals with multiple values; in China, many companies focus only on performance and ignore personal growth.
5. The Cost of Involution: People Are Not Disposable Resources
The article concludes by pointing out that exploiting employees to boost traffic or performance is counterproductive. The time and energy exhausted by employees must be compensated for through their health, family life, and social vitality. For example, when employees are sick and need to take time off, it affects their work performance, and declining birth rates lead to a future shortage of labor. These hidden costs are more significant than short-term gains in traffic or profits. After all, the success of companies depends on the vitality of their employees, which cannot be achieved through excessive competition but by providing them with time for life and opportunities for growth.
Conclusion
This article raises the question: What kind of workplace do we want? One where bosses issue orders and employees work tirelessly, or one where there is a balance between work and life, allowing for comprehensive personal development? The answer is clear, but achieving it requires bosses to abandon their exploitative mindset and for society as a whole to redefine what success means. Success is not solely about overtime and performance; those who can balance work and life are the true winners.