Elements of a good merger range from assuring the scope of the acquiring company is broad enough to cover the acquisition to assuring there is a process that will not destroy the acquired company. Those elements do not exist here.
At the heart of this problem is that we still do not have an objective baseline for what a specific job is worth, except for a few high-value jobs where the salary is based on high demand and low availability.
Rather than training to do one thing, we instead train to be good at being trained. This will reduce our fear of change, increase our abilities to move to new opportunities, and massively reduce our stress when faced with a critical change.
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