The company primarily relies on overseas assignments (most of its factories are located abroad). The hierarchy is clearly defined, factions are everywhere, and there are many unspoken rules. If you choose the right side, everything goes smoothly and you rise step by step; if you choose the wrong side, you face constant turmoil and have no hope of promotion. KPI performance evaluations use a quota-based system. The most common situation is that immediately after receiving a promotion, you are bound to receive a “Failed” or “Need improvement” rating in the next evaluation. Over time, bad money drives out good, and people who consistently maintain good performance often cannot stand those who slack off and muddle through. Those people may appear to be promoted because of their high loyalty, while others leave or change jobs out of frustration at having to bear poor performance ratings themselves. There are plenty of such cases. The group is very large, but there are few internal transfer opportunities because direct supervisors are highly self-interested: if they cannot have you, they would rather destroy you. They would rather see you resign, and HR has limited ability to intervene or help facilitate transfers. The reality is that HR has little power; authority still rests with the heads of the various business groups. Nevertheless, this is still the Shaolin Temple and Wudang Mountain of the footwear industry. If you can calmly devote yourself to honing your skills for a few years, regardless of workplace politics and personnel disputes, the experience will benefit you wherever you go.