Workplace reviews and discussion: 積中盛股份有限公司

1 It has a fairly structured system. The highest-level or direct supervisor gives you quite a lot of flexibility in how you work. Basically, they only look at your results, not the process. If you do not do well, be prepared to have it brought up at any time. Even after you leave, you may remain in the company’s history as an eternal teaching example. But don’t worry—there are often scapegoats brought out to shield everyone from the blame. As long as the scapegoat is still around, they will take on nearly half, or more than half, of the responsibility for you.

2 The head of HR will pray for you and is also easy to get along with. You can talk about what is on your mind, too. However, many matters related to HR seem to be handled by another department? I’m not entirely sure.

3 The environment is fairly decent. The desks are small; I heard they used to be larger. Not many people maintain cleanliness, so even after tidying up, it gets messy again soon. The music in the outer office area is very party-like and high-energy, so if you want to work quietly, don’t come.

4 It is a large, well-established company. Management often says there is no need to worry about going unpaid one day. This is extremely important, although I don’t know whether it is simply something they say to keep employees from leaving easily. Still, there are probably quite a few companies in Taiwan that fail to pay wages.

5 It is a proper, principled company that generally follows the rules. It is not careless about certifications and insists on not cutting corners. Sometimes management wants to cut corners and gets stopped by middle managers, who are then criticized for being inflexible. But the company is perhaps too principled, so processes can take much longer.

6 Coworkers have good relationships, and there is not much workplace etiquette. Is that a benefit? Haha. Anyway, just don’t become a manager; otherwise, you would probably be a very miserable one. I hear middle managers are often made into targets of resentment and sarcasm.

7 Middle managers who come here can develop extremely strong stress resistance. I mean that you need to be prepared to often be mocked, or to have management overturn something they had verbally agreed to after it is already halfway implemented. Management will say that all responsibility is theirs, but they absolutely will not let you off the hook on LINE. After all those setbacks, how could your mental resilience not become stronger?

8 High base salary? If sales targets are missed for several months, there is no bonus, and nobody seems particularly bothered. If I were in sales, why would I keep doing sales without bonuses? Unless the company were close to home and had a high base salary, haha. Sales has it easy: once the products are listed, their job is basically done. If sales are poor, it has nothing to do with them; just shift the blame to another department.

9 I often hear middle managers angrily confronting the GM. The GM thinks the other person did not do well, while the middle manager thinks they did nothing wrong—who knows. There is no shared understanding. How many companies let employees confront the GM face-to-face and get away with it? I had never heard of one before, so can the GM’s good temper count as a benefit? In a typical company, they might simply tell you to leave.

10 If you get your work done, you can generally leave and arrive on time.

11 About 80% of the products are genuinely made with care, especially the company’s core business of cables. No complaints there.

1 Some people will lead others in complaining or say things are a “three or four.” You have to judge what is true for yourself. People with little social experience may be influenced very quickly.

2 Capable people are often assigned a lot of work. Don’t show your abilities too readily, or be careful that you do not run out of time.

3 It gives the impression of favoring men over women. A salesperson whose performance has barely grown and has even declined for several months keeps getting promoted, apparently just because they have a family. I also have cats, dogs, and parents to support. People whose performance is growing even earn less and hold lower positions than those with worse performance. It makes no sense.

4 Salespeople appear to get along harmoniously, but it feels like they often fight secretly behind the scenes. It is probably not the only department like this. I have seen people online say they do not leave because coworkers have good relationships. Giving up your career for relationships would be foolish.

5 Some people love shouting “guava jam”—promising unrealistic sales—but when the unsold inventory piles up, they do not seem very proactive about selling it. If it cannot be sold, they only want to slash the price; if the price cannot be cut, they choose to ignore it. The inventory situation is frightening, and only one department keeps an eye on inventory.

6 Warehouse staff need strong warehouse-management skills, a strong stomach, and plenty of courage. Distribution channels often return products suddenly—not small batches, but large ones—and they do not notify you. It is the kind of thing that leaves you completely stunned. If you want to work up a sweat and enjoy personal space, you can come here and work quietly while listening to J.

7 Sales, product, and marketing departments often get mixed together. It is unclear who is actually sales and who is development or marketing. They love interfering with one another instead of handling their own responsibilities, and they also like randomly deducting “help.” Sales and certain people love doing their own thing and do not follow management’s instructions either, as if they are not afraid of punishment.

8 For any project you take on, it is best to have management approve every step. Otherwise, once execution is halfway complete, management may deny having approved it or demand changes here and there, and you will be the one who suffers in the end.

9 The organizational chart is also an eye-opener. You see the same person listed in several departments at once. Wherever something goes wrong, that person gets blamed, with an extremely high probability. It seems like the company is merely trying to hold things together. I wonder how that person can still take care of things at home. If it were me, I would probably bring the emotions home too.

10 The GM wants to raise product prices, while sales only wants to sell low-priced products. Low prices mean the distribution channels eat up the profits, and then they complain every month that there is no money. Prices should be raised when they need to be; otherwise, where do the rest of us get our bonuses? They only complain that the products cannot be sold. Hello? Isn’t sales supposed to sell whatever there is to sell? Otherwise, they should just work for a company with hit products. The PMs working on the products are frustrated too.

11 The GM recruited someone from outside who had worked at a luxury-goods company, saying they wanted to internalize that experience and improve the company’s presence. But the people inside do not seem very willing to follow them. To be honest, their writing is only average; perhaps their English is stronger.

12 The management department seems to only want to be the nice guys. Hello? Could you please stop letting people without rules become even more undisciplined? Is that fair to those of us who follow the rules?

13 The previous generations of teams left many messes for the current team. Members of earlier generations, including family members and people recruited by management, were involved, but these people do not seem to take responsibility for the messes, and management has never required them to do so. As for the people here now… tsk tsk. Good luck to you.

14 The GM seems to think everything is easy. Anyone can talk big; I can do that too.