Workplace reviews and discussion: 合作金庫金融控股股份有限公司

You can slack off a bit.

Although there is factional infighting, I genuinely feel that the lack of training and education at Taiwan Cooperative Bank is a more serious issue. During the training period, there were some unfair practices, but no policies or relevant operating procedures had been established. Many supervisors felt that training was unnecessary—perhaps they thought there was no need to learn!

Some newly arrived instructors believed they had their own method and just talked on and on by themselves, using exaggerated hand gestures to present the material. They did not care whether others understood, and simply ended the session when the time was up.

This was very unfair during the classes. It was not as if we were having a situational dialogue with SIRI, where asking the right questions could verify the results. Otherwise, the overall workload would not decrease, and we would end up completely screwed halfway through the work.

I have the following thoughts to share. I believe these are necessary to grow and learn useful skills here:

1. Handouts, course schedules, and presentations should include the instructor’s name and contact information, such as a phone number or Line ID, so that follow-up questions can be asked and learning can be confirmed.

2. To take logical reasoning and operational process capabilities into account, a comprehensive Q&A reference should be provided. If everyone can use it later, possible situations can be anticipated.

3. If the system and mechanisms cannot be synchronized, there should not be only one-way testing by the instructor. There should also be a two-way evaluation method, and only when both sides pass should it be counted as an official performance assessment.