Workplace reviews and discussion: 凌誠科技股份有限公司

There are really a lot of “talented people” here

This is a place full of buck-passing, low work efficiency, and people who like forming little cliques

*****

Some teams have very poor project management skills and an insufficient understanding of development requirements

They always talk about “project management,” yet the requirements keep changing, resulting in endless rework

All day long, they are either “communicating” or squeezing engineers’ development time, constantly repeating themselves like a broken record

They even question why engineers are progressing slowly and sometimes set delivery dates themselves

They are poor at schedule management, yet think they are very capable

-

PMs and SAs create work items for PGs, but the content is often long-winded and misses the point, or contains nothing at all

When PGs raise issues for discussion, they act impatiently

They can keep asking repetitive questions, while PGs are expected to respond politely; otherwise, they are accused of having a bad attitude

Even when a problem is clearly identified, PGs cannot create a work item themselves. They can only wait for the PMs or SAs to test and open one before they can start working

There are countless rules that merely increase processing time and communication costs in practice—this is what those managers teach

-

Some PMs rely on their good relationship with managers to make a group of PGs work overtime on small projects, while assigning only one PG to large projects

They even interrupt discussions of serious matters with idle chatter and show no respect for others

I once saw a PM and PG in a meeting when an SA under a certain senior PM directly took the PG away, showing complete disrespect for the other PMs

Managers, PMs, and SAs also like criticizing PGs behind their backs in clique group chats, or whispering gossip into the vice president’s ear

One PM was told many times who should handle certificates, yet still kept going in circles and pushed the issue back to us

-

SAs look more like assistants to the managers and PMs

Some people are unfamiliar with the testing process and blame PGs as soon as a problem or unexpected result appears

Further investigation often reveals that the problem lies in the operating procedure itself, not to mention that these are system platforms they use regularly

Some can only follow instructions and get stuck without explicit directions

I have also encountered people who needed the same issue explained repeatedly and who fixated on trivial matters

I have even encountered someone asking the PG what the original requirements were

One PM took leave or left early for personal reasons during a release, dumping all the testing work on the SA

*****

After completing APIs, some WEB PGs do not verify the data themselves first, but directly hand them over to the SA and APP teams for testing

Testing then revealed that the synchronization API did not respond at all, while the storage API had written two completely identical records to the database

Even after repeated reports, they still did not investigate the cause and only shifted the blame, making the project team think it was an APP issue

It took a week to resolve, and the result was that the problem was on the API side—wasting half a month of the APP team engineers’ testing time on repeated tests

In the end, they just laughed it off. With this kind of work attitude, someone can still become a manager and even be promoted to department head

-

There are also PGs who do not even know which APIs they themselves wrote and always have to ask the APP team to help find them

They often break the system and delay other teams’ delivery schedules

On one particularly outrageous occasion, someone directly requested the JSON response and could not even be bothered to use Postman

The APP team manager only assumed that their own team members were progressing slowly

-

Some members of the APP team stubbornly believe that their own ideas are always right

They frequently “create BUGs”: every time they implement a new feature, the existing functionality has a chance of breaking, and others ultimately have to clean up the mess

One senior colleague takes leave from time to time, yet insists that everything be done according to his ideas

Simply because a new tool was used, he demanded that other platforms adapt and make changes

He even overturned a time format that had long been discussed and adjusted, while acting completely self-righteous

A WEB PG had previously explained the direction for adjusting an API, and everyone had already cooperated and made the corresponding changes

Yet he only noticed it several months later, turned off message notifications, and blamed others for not telling him

-

There was also a team member whose architecture used more than two View Models on a single page

There were also BUGs left behind by a departing team member; upgrading a package alone caused everything to break after deployment, and later investigation found that an incorrect implementation from before was still being used

Yet that person had previously been promoted by a manager to a junior management role and received an exceptionally high performance rating

-

After becoming a PM, one manager had an insufficient understanding of new technologies and could only ask, “What are the benefits?” For things they did not understand, they relied on AI to study

The old projects they took over often required “spiritual communication” to understand. Most of the code was copied and pasted, then patched and modified

Some of it had even been written by WEB PGs, iOS PGs, and managers

A great deal of time was spent refactoring, yet managers often assumed we were doing nothing. Aren’t we repairing the technical debt they created?

They were also very lax themselves, yet could criticize team members and periodically spout nonsense

-

Performance reviews were based either on impressions or on acting as the mouthpiece for a certain project team and nitpicking, with endless broken-record repetition and double standards

Someone even said the absurd line, “I’ve never given anyone a high score.” With this hands-off management style, it is naturally impossible to see team members’ contributions

Self-evaluations and managers’ evaluations are actually unimportant, because the final decision rests with the vice president

Some performance criteria are even demanded by the vice president and have nothing to do with work performance

*****

Some technical managers have limited development abilities; when they do not understand something, they ask senior architecture engineers or rely on AI to study

They are also easily led by project teams, merely responsible for directing the PGs below them. They draw high salaries while failing to do their own jobs

Some managers have good relationships with certain PMs and only stay involved in small-project development, assigning several PGs to small projects

Yet they assign only one PG to shoulder a large project, leaving that PG switching between multiple projects every day to investigate problems

They simply stand to the side as “mascots,” offering no practical help. They are better at ordering drinks and chatting than working

-

The company strongly promotes AI for improving development efficiency and rapidly completing code with AI

However, most people do not verify whether the code is correct. After release, there are countless problems, followed by several weeks spent investigating their causes

What incredible efficiency—a “genius” masterpiece, repeated across several projects

*****

Senior management loves using phrases such as “weathering difficult times together” and “everyone is growing” to comfort and deceive themselves

The vice president works overtime and drags employees along too; having one person shoulder multiple projects at the same time has become the norm

This is especially true of several senior architecture engineers, who are clearly being worked to exhaustion

To senior management, this is called growth—not exploitation, and certainly not asking employees to perform unpaid charity

Recently, the company has often provided drinks and snacks, using these small perks to placate employees while refusing to offer substantive rewards

-

You have to ask your manager yourself for a raise, but to be blunt, they only want to promote employees who are good at “managing upward” and “being obedient”

Senior management only says, “If you’re capable, come and get it.” It is laughable. Their management style is simply to let things run themselves, so naturally they cannot see anyone’s contributions

-

The internal newsletter is always selling grand visions that are impossible to swallow if your appetite is too small. Senior management only wants to hear pleasant words; whenever there are negative voices, they start looking for someone to blame

Some managers only direct others and sit around waiting for things to be delivered, while frequently making bad decisions

They habitually place the burden on specific people and have it far too easy themselves

Yet they remain unwilling to confront the problem of managers doing nothing, even bringing in a technical director to put out the fires

-

They take on a pile of contract projects without assessing whether there is enough manpower. Some of the systems are completely trivial and pointless

They waste huge amounts of manpower. After one previous project went live, it suffered many problems and even crashed, receiving severe criticism online

After releases of different projects, they need hotfixes and always like to cut in line. Several projects have to be fixed in a week, and the kind that break after going live

Managers refuse to approve overtime applications, clearly expecting employees to work for free; some colleagues even work overtime voluntarily

*****

Many people say you can “build your skills” here, but most of the practice consists of fixing BUGs left by others

Whether WEB or APP projects, there is a great deal of technical debt, and optimization is always postponed

For the project teams, it is all a waste of time; they only hope to maintain the status quo and keep things from breaking

Some projects like embedding RWD webpages in APPs, resulting in countless problems and requiring them to borrow colleagues’ phones everywhere for testing

-

PGs’ suggestions are rarely adopted. As long as the system is designed however the project team wants, PGs are expected to build it

They completely disregard the different system characteristics of different platforms and only want the screens to look identical, so requirements are frequently changed midway

After being changed again and again, it is no wonder that technical debt keeps piling up. The resulting systems are extremely difficult to use; they only care about putting on a superficial show for external and internal audiences

-

The pay is not great, but there is plenty of nonsense. I do not recommend staying long, because the longer you stay, the more of the kinds of awful situations described above you will see

The projects themselves offer little challenge or growth because they merely satisfy customer requirements, and the project teams do not analyze whether those requirements are feasible

The project teams look busy all day, but whether they are genuinely busy or merely busywork is truly impossible to say

Staying here always leaves you inexplicably exhausted and makes it very easy to burn yourself out

*****

This is a communication hell where people like playing office politics, and there are really a lot of “talented people”

I do not recommend that capable people come here; capable employees will be overworked, while the managers are mediocre

Almost every project requires “spiritual communication” to figure out what previous people wrote

-

If you are good at putting on a superficial show, you will get by with ease

If you enjoy studying technology and want to grow, this place is not suitable for you—think carefully

Most teammates stubbornly cling to their own opinions and are not very willing to expand their understanding. Only a few are willing to exchange ideas; you might as well ask AI

-

Senior management likes splitting one position into multiple job titles. It looks impressive, but feels like nothing more than an attempt to lower labor costs

Turnover is high; more than a dozen people left in 2025 alone, and the company cannot retain people

Take the talk about developing talent with a grain of salt—they always seem to be looking for disposable employees

Some reviews say the annual banquet gives out generous prizes. I disagree, because winning is purely by chance; do not expect too much

-

There is simply too much I have seen and heard to put into words, and I cannot recommend it. Join Lichen and work until midnight.