Workplace reviews and discussion: 坤眾科技股份有限公司

Experience at the subsidiary (Kunzong Technology Co., Ltd.)

1. Some colleagues are responsible and kind people, but quite a few often like to ridicule certain new colleagues as a joke (in addition to joking about them in daily interactions, they even gather more than 20 people in the office downstairs during working hours outside of lunch breaks via internal phone calls to badmouth the new male colleague. I have often listened to this from the side and found it utterly speechless. One female colleague in particular speaks in a way that is very much like a middle school student excluding and bullying someone; even as a bystander, I felt very uncomfortable listening to the words she used.)

2. The salary repeatedly promised during the interview is merely a lie and a tactic to trick you into joining. On the day you report for work, they will then use HR as an excuse to cut several thousand from your salary on the spot (in fact, the only person managing the company’s money is the supervisor mentioned below). This leaves a very bad impression. Before onboarding, they will also ask you to take another day off and meet him at a specified time for half an hour. (If he had stated in advance when contacting me that he would break his promise and cut several thousand from my salary on the day I reported for work, I would not have wasted my time.)

3. During the interview, they promised that you could receive that year’s year-end bonus, but only a few days before the year-end banquet did the supervisor tell you that you could not receive it because you had not yet completed the probationary period. Similarly, during the interview they said you could participate in that year’s year-end banquet lucky draw. You even took part in meetings discussing which prizes to ask vendors to sponsor, and the company had listed your name on the lucky-draw number list early on. Then, just a few days before the banquet, the supervisor suddenly said that probationary employees could not participate in the draw and grayed out your name on the lucky-draw number list (ridiculous).

4. The deputy supervisor often gives instructions only verbally, but also frequently says that he did not record what he said and does not remember it himself, leaving subordinates at a loss. He will also say one thing and then suddenly change his mind at some point, before blaming you for remembering or doing it incorrectly even though you followed his earlier verbal instructions (it is easy to be wrongfully blamed because he only gives verbal instructions and does not remember what he decided or said).

5. The prizes in the year-end banquet lucky draw were extremely poor. Apart from the grand prize, which was acceptable, most prizes were a sika deer, and the second prize was three children.

6. I do not know why the company chose an overpriced vendor for the employee trip that likes to charge extra fees under useless line items. The tickets booked by the vendor were even more expensive than booking them yourself online, and employees had to pay one-third of the trip expenses themselves. (Many of the expenses seemed unnecessary, but the vendor insisted on charging them and would even suddenly invent a useless item to charge extra money. I do not understand why this vendor had to be hired to handle the employee trip when there were clearly other options.)

7. If you take annual leave before completing one year of employment, money will be deducted from your pay afterward.

Experience at the subsidiary (Kunzong Technology Co., Ltd.)

1. A female colleague takes dozens of days off each month, and the supervisor only says, “You just help her.” As a result, you often have to take on the work of an irresponsible colleague who shirks her duties, while she receives the project bonus. No matter how much extra work or assistance you provide, you receive the same amount of money (even after they discover or know that you do more work, they will not adjust your salary or give you a bonus).

2. In addition to requiring you to do the female colleague’s original work, the supervisor seems to live in another dimension and frequently sets extremely unreasonable and unrealistic workloads. (Later, when the supervisor finally realized that the project was understaffed and that one colleague was also taking leave every few days—meaning the work might not be completed and the company could be fined for breaching the contract—the supervisor hurriedly pulled several people in to help. There were ultimately about eight people on the project, and although all eight stated in a meeting that the required daily output was unreasonable, the supervisor still repeatedly said, “I don’t care if you make yourself sick or whatever; you’re going to get it done. I don’t care how you do it.” The supervisor clearly had no qualms about showing that all he wanted was to exploit subordinates indefinitely.)

3. The female colleague took bereavement leave last month, then in the following month or several months later would claim that she had not used all of her bereavement leave from that time and use the paid bereavement leave from several months earlier to travel abroad (while you still had to cover her work).

4. The supervisor holds meetings to understand the progress of cases, but appears not even to read the completion requirements in the contracts. During meetings, he frequently speaks naturally about things that completely contradict the contracts (often leaving you speechless and wondering what the point of the meeting is).

5. The supervisor’s temper is very unstable and he takes it out on unrelated people. For example:

(1) During a major cleanup, a male colleague did not clean properly. Instead of first asking who had been assigned the cleaning task and then speaking to the male colleague responsible, the supervisor entered his office, saw that it had not been cleaned properly, came out, and began shouting at all the other unrelated colleagues: “What the hell are you doing! @¥%,” along with other profanity.

(2) When you report certain situations involving a colleague working on the same project as the supervisor (for example: she takes dozens of days off each month, requiring you to complete her work without compensation; tasks assigned to her by the deputy supervisor are often handed only to her, and she repeatedly agrees to do them, then turns around and sends the files to you and asks you to do them together; one hour before taking leave, she sends you a document that the deputy supervisor assigned to her a month earlier, and when you open it, you discover that during the entire month in which she promised the deputy supervisor she would handle it, she had not worked on it at all or discussed the requirements with the person in charge, yet she brazenly claims that she had worked on it—having merely pressed copy and paste once on one tab—and then asks you to help finish it even though it is due the next day, etc.), the supervisor will slam the table, shout, lose control emotionally, accuse you of lacking team spirit, and accuse you of trying to push that colleague out. (Even though you take over and complete her messes, the supervisor will turn around and accuse you of all kinds of wrongdoing, then slam the table several more times to intimidate you.)

(3) When you point out an unfair distribution of work, the supervisor only blames you, saying that the problem is yours, that you do not do enough, and that you must help her. Even when you have recordings as evidence, the supervisor simply lives in his own fantasy and uses verbal abuse to insist that everything is your fault. He will not even communicate with the colleague who constantly dumps her work on others and travels abroad using leftover bereavement leave from several months earlier.

(4) The supervisor is unable to communicate with colleagues about unfair work distribution. It is often very difficult even to communicate with him; it is unclear whether he is not listening or what, but in any case, explaining something three times may just mean wasting your breath. He only muddles the situation and stubbornly insists that you do more work.

(5) The supervisor loves to make grand promises and set goals that do not match actual execution efficiency, then shouts the unrealistic target at you every day. Even though nearly ten people have said that it is difficult, the supervisor only talks and says, “I calculated it based on the budget, so you’re going to get it done.” Several times, after you reported that you had become physically unwell from the work (especially since there were only two people on this project and you also had to cover for another colleague who liked taking leave, shirking responsibility, and dumping work on you), the deputy supervisor also only said, “I don’t care if you’re physically unwell or whatever; I want this number, so you’re going to get it done no matter what.” Neither supervisor had ever actually worked on the project to understand the required output. They simply made demands day after day. Regarding the feasibility of carrying out the work and the fact that subordinates had already become physically unwell, they showed nothing but indifference and said it was none of their concern. Even though they knew they had never performed the work themselves, they continued to make empty, daydream-like demands that endlessly exploited subordinates.