I don't think you should expect employers to make pre-emptive strikes. This is a geek rationalisation for passive behaviour. As a talented employee, you should speak to your employer and tell them that you believe you're worth more to them than they're currently valuing you (do not threaten them with leaving though). If they don't understand the significance of you stating this to them, then leave and it will become apparent to them. (But it is better to give them the information before doing so.)
For profitability, it's more important to keep the cost of employees down, than it is to helpfully negotiate value-creators into better positions. (If you were to do so, then how do you defend it to your investors? You can't prove they were about to leave...)
If you are worried about single points of failure leaving, then request that another employee be hired and mentored into understanding of the SPOF. Even better create intrinsic motivations so you can have more confidence this won't happen. Ask employees if they're doing work they love, create a fun company culture, etc.
I kind of see this whole article as feel-good for the non-ownership class.
I don't think you should expect employers to make pre-emptive strikes. This is a geek rationalisation for passive behaviour. As a talented employee, you should speak to your employer and tell them that you believe you're worth more to them than they're currently valuing you (do not threaten them with leaving though). If they don't understand the significance of you stating this to them, then leave and it will become apparent to them.
One thing that many engineers fail to recognize is that their managers are often more overworked than they are. They take being "ignored" personally, when reality is that their managers have a million plates spinning at once.
This is why it's considered distasteful to ask for a transfer or better project at 6 months. To the employee, that's a long time. To the manager, that person just came on board. If the manager has 12 reports, then the effective tenure (absolute tenure, divided by number of reports) is 0.5 months.
Which supports my long-standing contention that open allocation is superior. Expecting managers to control the division of labor in addition to the other work they have is just too much.
For profitability, it's more important to keep the cost of employees down, than it is to helpfully negotiate value-creators into better positions. (If you were to do so, then how do you defend it to your investors? You can't prove they were about to leave...)
If you are worried about single points of failure leaving, then request that another employee be hired and mentored into understanding of the SPOF. Even better create intrinsic motivations so you can have more confidence this won't happen. Ask employees if they're doing work they love, create a fun company culture, etc.
I kind of see this whole article as feel-good for the non-ownership class.