The Y2K Nightmare: A Software Developer’s Worst Experience

In the late 1990s, I was a software developer at a financial institution in London. While the bank had a development team of eight members, the landscape was sharply divided based on employment status. Permanent employees, or 'permies,' had job security, paid vacations, and career development opportunities, though they earned relatively lower salaries compared to the contractor staff, who were brought in to handle specific projects and were let go after completion.

Highlight of a Financial Institution's Development Team

Permanent employees, like myself, found value in long-term career prospects and meaningful skill development. Contractors, however, were paid handsomely for their work, but they lacked job security and employee benefits such as vacation time or sick leave. The disparity between us was clear from the beginning: they were getting double the pay for essentially the same job.

The Y2K Crisis and Its Impact on the Team

Despite the financial benefits, being a 'permie' had its unique perks, particularly in 1999, when everyone was grappling with the impending Y2K problem. The world’s computer systems were at risk of failure due to the incorrect handling of four-digit dates. As a result, the bank’s code needed a thorough examination and testing to ensure it was Y2K-compliant.

The Shocking Layoffs of Contractors

One day, two senior managers were fired, marking a significant shift. The new management decided to cut costs by firing the contract staff immediately. This decision caused considerable distress among the contractors, many of whom had been working there for years under temporary contracts. Meanwhile, the remaining permanent staff were thrust into the Y2K testing project, which had become their sole focus.

The Petty Decisions and the Resignations

The perpetuation of poor working conditions only escalated. One of the perks of the job was the provision of company mobile phones, which allowed us to be on call 24/7. However, the new management decided this was an unnecessary luxury. They demanded that we return our phones and purchase new ones with our own funds. This was the final straw for the team.

A Unified Response and the Mass Resignation

After the pettiness and increasing workload, the team collectively decided to quit. The atmosphere was tense, and the bank’s management seemed ill-equipped to handle the situation. The new contractors were hired with higher hourly rates, but there was no effort to integrate them properly. They were tasked with working on interesting business projects while the permanent staff continued the Y2K testing.

The Demoralizing Documentation

The team’s frustrations reached their peak after everyone quit on the same day. The last week was spent preparing documentation for the incoming contractors. The task was undeniably dull, but with such a demotivated team, it was completed as a basic professional job. A note was even included, wishing the new employees luck and suggesting they find support from a headhunter.

Lessons Learned from the Experience

This experience underscores the importance of job security, employee benefits, and fair treatment in the workplace. The Y2K crisis, for all its challenges, highlighted the value of long-term commitments and the impact of cutthroat business practices on employee morale. It was a period marked by teamwork, resilience, and resignation, leaving a lasting impact on those involved.

Conclusion

From the financial strain to the moral distress, the Y2K era at my bank was a challenging and memorable time. Despite initial economic benefits, the treatment of employees during that period was unconscionable. The story serves as a stark reminder of the importance of fair and humane working practices.