Boss pretends employee isn’t getting fired, hands them a “motivational” disciplinary letter, and then asks them to train their own replacement: ‘Task #1 - find a new job’

Two colleagues gone in one month, both let go for minor errors that any reasonable observer would recognize as the direct result of being undertrained and overloaded from day one. The company fired them without having replacements ready, then hired two new people the very next day and handed their existing employee the job of training them. That employee is also currently under review for poor performance. The confidence required to run things this way is genuinely staggering.

The disciplinary meeting itself was a masterpiece of corporate non-logic. The actual boss did not attend. An accountant showed up instead to explain that there would be a formal letter outlining the performance issues, but it was meant to be motivating rather than punitive. A motivational disciplinary letter. When pressed for specific examples of what went wrong, the accountant referenced a general complaint from the first few months on the job, something nobody had brought up since. When asked when exactly the performance had improved, there was no clear answer available.

The proof offered that the company still values and trusts this person is the training assignment. The two brand new replacements, for the record, have already started asking their trainer whether something feels off about this place. They have been there about a week.

The meeting closed with a warning about having conversations with new colleagues behind closed doors. A company with no staff meetings, no defined roles, no structured management, and a years-long revolving door of people walking out has decided the real threat to its culture is a closed-door conversation. Truly a place that has identified the problem and it is not themselves.