Workplace reviews and discussion: 歐易亞科技股份有限公司

1. Flexible working hours

2. Taking leave is very easy (the entire company can practically be deserted and it’s still fine)

The only adjustment your company needs to make is to replace the director with someone who is genuinely capable of taking on the director’s position.

1. The director is incapable of managing multiple departments:

She can only focus on business development with vendors in her area of expertise and bring in contacts. However, regarding member-side operational strategy, it is not that she has no ideas; rather, she casually placates the boss with member engagement plans, while she herself has no understanding whatsoever of how to manage members or of the relevant strategies.

Moreover, even the annual performance of the business development department—which is within her own scope of responsibility—has been declining year after year. She is fundamentally incapable of managing the product department either, and can only say that the product is poor, that there is a lack of manpower, and that more people need to be hired.

The failure to push the product forward is supposedly the boss’s problem. They have argued about it many times, but nothing has changed; she only knows how to shift the blame onto the boss.

2. The director has dreams and ideas, but projects cannot be implemented:

Projects or progress often disappear after the initial kickoff, which is related to her project management abilities. A director does not necessarily have to do everything personally, but should know how to make use of people or assign and delegate tasks. Yet she often disappears without a trace at this stage. As a result, the boss often thinks that the people below her do not know how to work or execute tasks, not realizing that everyone simply has no idea what the director’s project arrangements are.

3. The director seems unaware of the scope of her responsibilities:

As the director of the business development department, the most significant indicators are performance and management. However, the data shows only year-on-year declines, and it is impossible to see what operational strategy or direction for development the company’s boss intends to pursue under the current circumstances. The boss only thinks the problem lies with the execution-level staff under the director or with former employees.

It seems it has never occurred to them that employee turnover and poor performance could be someone’s problem.