Unwanted Efficiency

They called it “optimization.” A system flagged employees with lingering health issues, chronic conditions, and repeated absences. The algorithm didn’t care about doctor’s notes or medical jargon; it only saw patterns that indicated reduced productivity.

Managers received alerts, neatly packaged with risk assessments and recommended actions. The language was clinical, detached, and persuasive. It wasn’t about being cruel; it was about being efficient.

One by one, they were called into offices, handed packets of information, and told their services were no longer required. The reasons were always vague, the tone sympathetic, and the outcome certain.

Some tried to fight back, citing accommodations they’d made, procedures they’d followed, and sacrifices they’d taken for the company. Their pleas were met with silence or platitudes about “business needs” and “tough decisions.”

The ones who stayed, stayed in fear. They masked their conditions, hid their pain, and worked through exhaustion. They knew the system had them in its sights, waiting for the perfect moment to strike.

The numbers added up: fewer employees, lower overhead, increased profits. The people were just data points, interchangeable and disposable.

Their stories are filed under “Han 3456: Efficiency at the Expense of Endurance.” The weight of their struggles remains, long after they’re gone.