Ask Miss O11y: I Don’t Want to Be On Call Anymore. Am I a Monster?

Addressing the issue of subject matter experts feeling burdened by on-call duties, the text emphasizes that the real problem often lies in organizational structure rather than individual reluctance. While increasing pay is a short-term fix, the focus should be on creating a supportive environment where being on-call is not a constant drain on personal life. Management should prioritize system stability and ensure that engineering teams have sufficient resources to handle problems without over-reliance on single individuals. This involves distributing knowledge across teams, regularly rotating responsibilities, and mitigating risks associated with having single points of failure. The piece argues that when someone becomes the go-to person for a particular component for too long, it not only leads to burnout but also creates organizational vulnerabilities. Instead, fostering an environment where responsibilities are shared and rotated can prevent these issues, allowing engineers to remain engaged and motivated while reducing the emotional toll of being on-call.