Workplace reviews and discussion: 亞諾士國際股份有限公司

There is a salary. There is a water dispenser. There are cleaning staff. There are restrooms (the men’s and women’s restrooms are not separate). Lunch is provided. There are break times.

By getting closer to family members (including their girlfriends) and building good relationships—for example, visiting that department after work to spread rumors or complain about one’s coworkers, privately asking about specific work matters via LINE, or eating/buying breakfast together—one can gain benefits such as predetermined job transfers, not being given a hard time when requesting leave, or becoming a reserve staff member trusted by the inner circle.

1. The responsibilities and authority of each department are unclear.

The telephone interview staff often say that they did not handle a task properly or made a mistake, then leave the next department responsible for taking over to clean up the mess. After the issue is raised, the employee will usually respond with a sighing, passive attitude, as if it had nothing to do with them, or shift the blame to everyone who might possibly be involved. After going around assigning blame, they actively fight back, refusing to acknowledge any responsibility of their own.

This not only delays the normal work of other departments, but also frequently leaves people astonished at the extremely poor quality of their work attitude, words, and conduct.

2. Supervisors (who are not members of the family) have problems with emotional management. Rationally, their thought processes and logic are completely disorganized, and their verbal and written communication skills are inadequate, making them difficult to communicate with. Emotionally, they may only listen to half of what is said before misunderstanding it as an attack on themselves or an attempt to shift responsibility (because that is exactly what they do), then lose control, casually erupt into verbal abuse, or keep harping on the same point repeatedly (while becoming increasingly angry as they talk). They speak loudly and forcefully, and coupled with completely illogical laughter, this can be frightening.

3. The supervisors (the family members) have the same emotional-management problems described above. Their behavior includes slamming tables, banging doors, rolling their eyes, swearing, sarcastic mockery, personal attacks, and other degrading language and conduct, making it difficult for anyone to believe that they possess leadership or management abilities.

4. Improper and unnecessary transfers of employees.

This violates the Labor Standards Act. (However, during meetings, they solemnly insist that the company complies with the Labor Standards Act in all respects.)

The consequences of failing to meet performance targets are imposed on departments unrelated to those responsibilities. When another department has staff turnover, instead of directly recruiting a new employee for that department, they require the other department to forcibly identify someone who can be transferred (they announced it that day and demanded a list that same day).

Only after more than a month of repeated communication, and after an employee from the department ordered to provide someone voluntarily resigned, did they stop this absurd practice. (It almost made me wonder whether I was working in a free, democratic country governed by the rule of law!)

5. Whether the leaders’ management style gives willing and dedicated employees opportunities for recognition and development, or whether their narrow-mindedness and shortsightedness easily foster a group of incapable petty people, is something worth serious thought and observation.