Workplace reviews and discussion: 南一書局企業股份有限公司(總公司)

1. It “extremely” respects industry experience. For people from 1. leading competitors or 2. top performers in the industry, when they come to Nani, you can name your base salary. There is no upper limit.

(Note: 1. Annual salary = base salary × 13–13.5, so it may not necessarily exceed your annual salary at your previous company. 2. No one can guarantee how long a high base salary will last. The higher it is set, the faster it may come to an end.)

A classic case of “giving outsiders preference over one’s own people”: when outsiders switch jobs, they can ask for however high a base salary and however senior a position they want.

For people already inside, getting an adjustment of 1,000 or 1,500 is extremely difficult—comparable to overcoming five passes and defeating six generals. You have to teach the market share of the textbooks, achieve a certain number of evaluation registrations, and have good relationships with the team.

People coming from outside are casually given assistant manager or manager titles plus a base salary. Last year, someone from X Teng came over and was given a manager title and put in charge of a region. But that person was soft: they came during the summer, stayed for two months, did not sell even a single book, and eventually went crawling back to X Teng.

In fact, Nani still has many excellent people who have been buried by this terrible system.

Many people who left Nani for competitors have performed steadily and done very well. The reason I can only call it “steady” is that competitors tend to look down on people from Nani to some extent. Therefore, after moving to a competitor, even outstanding performers will be deliberately suppressed.

Conversely, people who move from competitors to Nani generally either perform merely average (since they have already been given a managerial position, it cannot really be called deliberate suppression) or simply cannot stay.