1｜Extensive hands-on experience with large-scale projects and rapid growth

- Even as a newcomer, you can get involved in government-level or large-scale events such as finalist selections, award ceremonies, and campus information sessions.

- You will participate directly in core processes including event design, crowd control, hosting, and on-site execution.

- You can accumulate, in a short period, an amount of experience that might take a year to encounter at a typical company.

2｜On-the-spot skills and execution capabilities are rapidly developed

- You often need to solve problems on-site with incomplete information, which quickly improves your response speed and judgment.

- Suitable for people who want to build strong execution skills and stress resistance.

3｜Willingness to put newcomers on the front line

- Even without experience, you may be asked to host events, manage the venue, and run through procedures.

- As long as you learn quickly, the work can be highly rewarding and help you rapidly build a portfolio and experience.

4｜Opportunity to learn about design competitions and government tender processes

- If you want to pursue government projects, Department of Cultural Affairs projects, design competitions, or exhibition-related events in the future, the types of projects here can provide valuable reference.

- You can be exposed to proposal development, proposal writing, evaluation processes, event planning, and vendor coordination.

5｜Relatively friendly interpersonal atmosphere among colleagues

- Most peers are willing to help one another, and day-to-day collaboration is generally smooth.

- If you and your boss or supervisor are on the same wavelength, the work atmosphere will be more relaxed.

(However, note that) Team members change relatively quickly, so the atmosphere may differ as personnel change.

1｜Work information is opaque and highly changeable

- Tasks are often assigned at the last minute, and the work content, direction, and standards can easily change unexpectedly.

- The boss and supervisors often change their position or requirements during meetings or execution, which can lead to rework and increased pressure.

- Some instructions lack written records, which can later result in claims such as “That was never said” or “That’s not what was meant.” It is therefore recommended to keep records of meetings whenever possible, such as recordings or confirmation via text message, to avoid misunderstandings.

- The actual work differs considerably from the job description on the recruitment page, and you may sometimes be expected to take on tasks beyond the scope of your title.

2｜Incomplete systems (salary, bonuses, and overtime)

- Project bonus制度 is not transparent: It is mentioned in the 104 recruitment listing and verbally, but actual distribution is based on the boss’s subjective judgment, with no clear criteria. Some supervisors have substantial influence and may affect both bonus distribution and continued employment, without standardized criteria.

- Large disparity in distribution: Only certain supervisors have received high project bonuses (nearly NT$300,000, with annual salaries of NT$600,000–700,000); most other employees have never actually received project bonuses. The company treats most applicants as people who are “here to learn,” and everyone starts at an assistant-level base salary regardless of experience.

- Inconsistent overtime and compensatory leave policies: The treatment of commuting time and the method of calculating overtime hours are not consistent. Some compensatory leave hours may be adjusted without consent or forcibly offset.

- Unclear salary adjustment mechanism: If you do not proactively ask about a raise, discussion of the matter will not be initiated. One colleague was reportedly told after asking, “If you want to calculate everything in terms of money, I’ll deduct it from your year-end bonus.” Effort and salary compensation may not be proportionate.

- The distribution methods and standards for year-end bonuses, the three seasonal bonuses, and other bonuses are not transparent: The calculation methods and distribution rules are not clearly explained upon joining, and actual implementation also lacks a consistent system. Whether bonuses are paid and in what amounts is largely determined subjectively by supervisors or the company, which may differ from announcements or common expectations.

3｜Low flexibility in working hours but heavy workload

- During peak event seasons, you may need to work overtime at night and on holidays, and sometimes continue working after clocking out.

- You are often notified at short notice to appear on-site, with little time for preparation, and must personally bear the pressure and need for improvisation at the event.

- Staffing and workload assessments are inadequate. After taking on many new projects, supervisors may be listed as responsible, while specialists handle most of the execution, with bonuses concentrated on the supervisors.

4｜Management style tends to be improvisational and driven by personal preferences

- Management prefers using friends of acquaintances or interns for assistance because they are easier to direct, but responsibility boundaries are unclear.

- Decisions are often based on the personal preferences of the boss or specific supervisors, leaving little room for discussion.

- Emotional reactions or high-pressure instructions may occur, and newcomers can easily be pushed into on-site situations where they must bear the pressure.

- Last-minute changes are frequent, making the team’s execution rhythm unstable.

- Supervisors have high expectations regarding project volume and believe newcomers should immediately generate value: Supervisors tend to quickly take on more projects but have limited understanding of the idea that additional staff are meant to share the existing workload. This can easily result in “add one person → take on more projects → workload increases rather than decreases.” Supervisors have also expressed views such as “If we spend time training a newcomer and they resign, the investment will be wasted.” As a result, expectations for newcomers are high and the time allowed to get up to speed is short, which may create considerable pressure. The position may be more suitable for experienced applicants.

- Responsibility and authority are mismatched: The person who bears responsibility may not be the same as the person who makes the final decision, which can easily lead to frustration.

5｜Newcomers carry a relatively heavy burden

Although you can learn a great deal, this also means:

- Resources are limited, and tools and SOPs are incomplete.

- There is no comprehensive training or guidance; most things must be learned through self-exploration.

- Newcomers need a high degree of self-reliance and stress resistance.

- Not suitable for people who expect clear systems, standardized procedures, or complete mentoring.

6｜The resignation process may be relatively complicated

- Resignation is not necessarily a system where you can leave once handover is complete; sometimes employees are required to finish closing out the entire project before being allowed to resign.

- You may continue to be assigned tasks even after submitting your resignation, so you need to clearly define responsibilities and boundaries yourself.

- If disputes arise over project bonuses, the calculation of working hours, or contractual terms, you will need to retain your own evidence to clarify the matter.