Workplace reviews and discussion: 王品餐飲股份有限公司

I worked in the front-of-house team at Chamonix for two years. Because the manager was a reasonable person, we only clocked in and out four times a day, and there was no situation where we had to “keep working after clocking out.” The front and back of house also got along very well; the chefs would even come out to help clear plates.

The head chef had high standards for the dishes, so the staff meals were delicious. Occasionally, high-end ingredients left over from a menu change could be added to the staff meal.

There was one staff gathering each month, with the front and back of house sharing pizza or fried chicken and recognizing outstanding employees—a late-night snack to reward everyone after work.

Split shifts meant spending 11–11.5 hours a day at the company—lower-paid and more exhausting than being a security guard.

During the afternoon break, there were group tasks to handle: placing orders, printing children's coloring sheets, taking inventory of gifts, replenishing alcohol sanitizer, and so on. You might not actually get a break.

The 0800 hotline and comment cards were treated as absolute standards, and customer satisfaction affected every employee's performance evaluation. Customers would give a bad review just to get a gift, which led to management coming to the store for supervision and watching you so closely that the pressure was enormous.

Because salaries were transparent and there was a promotion system, if you did not want a promotion—or could not get promoted because you had been blacklisted—it was easy for people to gossip about you, and you would not receive respect.