Colleagues outside the business department are generally friendlier.

I thought about it for a long time, but I have still decided to record this work experience.

This is not intended to publicly shame anyone. Rather, after actually working at the company for a period of time, I developed serious doubts about the company’s management practices, work responsibilities, and workplace culture.

I have always believed that I take this job seriously.

When I was unfamiliar with semiconductor components, I went to the production line to learn. When I did not understand the customers’ departments, processes, or exception handling, I took notes one item at a time. When dealing with customers, QA, production control, and the production line, I also continued to communicate as diligently as possible, hoping to handle matters properly.

However, after working for a while, I began encountering several situations that I could not understand.

First, the job responsibilities I understood during the interview gradually diverged from the work I actually took on.

In addition to my original business duties, cross-departmental coordination and consolidation, expediting deliveries, tracking production progress, and other tasks were gradually added.

It is not that I am unwilling to do more. Rather, when staffing gaps arose, I felt that work was easily and continually added to those who were “more willing to cooperate,” without simultaneously clarifying work priorities or the scope of responsibility and authority.

What was even more contradictory was that the company required me to become familiar with the components and learn how to make on-site judgments, so I would go to the production line to learn. Yet when I was not at my desk, there were also occasions when people speculated about things such as “Where did they go?” and “Are they chatting?”

I began to wonder: Does the company truly want employees to take the initiative to learn, or is sitting at one’s desk continuously the only thing considered serious work?

Second, there was the matter of expediting deliveries and assigning responsibility.

When customers lacked materials, I reported it. I followed up on the progress that needed to be tracked, and I reminded the factory-side supervisors about matters that required their attention.

But when actual production capacity, scheduling, or other factors caused goods to be completed later than scheduled, sometimes even requiring additional transportation arrangements, sales staff could still repeatedly be blamed.

I kept thinking:

There is no problem with sales being responsible for tracking progress. But if sales has already completed the expediting and information transmission, and the actual production outcome is not something sales can control, should all delays ultimately still be attributed to sales?

Third, there was the handling of customer complaints.

I am willing to learn how to handle customer complaints, and I also believe this is a capability that a sales engineer should possess.

What I cannot accept, however, is that if cross-departmental relationships have already become strained during the early stages of a case because of the way communication was handled, then once the situation becomes difficult, the responsibility for wrapping things up is transferred to someone else.

Being willing to communicate and willing to resolve problems should not ultimately become “because you are easy to talk to, all the difficult matters are assigned to you.”

Fourth, there were working hours and certain company policies.

During my employment, I also developed questions about the actual working hours of sales personnel, the way attendance records were maintained, and the actual payment arrangements when an agreed payday fell on a holiday.

I will not make my own determination as to whether these matters comply with labor laws and regulations. I will submit the relevant evidence to the competent authorities for a lawful determination.

In addition, during my employment, I also learned of certain circumstances involving relationships between employees and external processing businesses. Because these matters concern the rights and interests of individuals and the company, I will not make any determination in a public article as to whether anyone has acted illegally. If necessary, I will provide the specific information in my possession to the competent authorities so that the authorized investigative bodies can clarify the matter.

I can accept that the workload is very heavy.

I can accept that new employees need to learn.

I can accept being asked by a supervisor to improve when I make a mistake.

But what I cannot accept is this:

When someone is willing to cooperate and communicate, they gradually take on more and more responsibility; yet as their responsibilities increase, their authority, resources, and work boundaries do not increase along with them.

This experience ultimately made me understand:

Working hard does not mean one should bear every responsibility.

Being willing to cooperate does not mean having no boundaries.

Regarding matters involving working conditions and workplace management, I will retain the relevant records and report them through formal channels. As for whether any relevant regulations have been violated, that will be determined by the competent authorities based on the evidence.

This is my record of this work experience, and it is also one of the reasons I decided to leave.