As a recent graduate, I found my interview at Gorden quite rewarding, even though I ultimately wasn't hired. The interviewer asked whether I was interested in the smart healthcare industry and why. They also asked me to compare my impressions of the various companies I had interviewed with so far. The interviewer at Gorden even took me on a tour of all their products, which I found quite eye-opening. I felt that the interviewer cared more about whether you truly identified with the industry. They reminded me that your first job is important: if you keep changing jobs across different fields, it is harder to build up relevant experience. Overall, they placed a strong emphasis on industry knowledge, because so-called technical skills—such as programming—may very likely be replaced by AI in the future. The most fun part was when they asked me to rate my overall impression of the company on a scale of 1 to 10. This quick question may, to some extent, reflect how much I identify with the company.
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Although the Director of Sales communicated and expressed himself well, and the job responsibilities were fairly clear, I did not interview with the General Manager. It felt like the Director of Sales alone made the decision. I interviewed at the beginning of the month and was notified to report to work in the middle of the month. However, what felt particularly bad was that I was notified of my acceptance on Friday afternoon and was asked to report on Monday. Because I needed to take care of matters such as opening a bank account, I postponed my start date until Thursday. I did not expect it to turn out to be such a terrible job.
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The colleagues were generally quite kind, especially the lady who handled general administration and HR. During my first two days, I kept her extremely busy. On my very first day, I was inexplicably added to a bunch of groups. The general manager asked me to organize some materials, only saying to compile the information, but the materials were incomplete and inconsistent, with duplicated or missing information. There were more than 20 documents (each was generally over three pages), and I was asked to finish organizing them before the end of the workday. That was really asking too much—was I supposed to work overtime on my first day?
The second day was even more astonishing. Another colleague, apparently from the R&D department—I didn’t even know who she was—was called with me to a conference room, and I had no idea what they wanted to do. It seemed to be related to bidding for something, because documents had to be prepared and uploaded to reserve a slot, with the materials to be prepared gradually, or something like that. Anyway, I was an outsider, merely an assistant helping prepare and organize the documents. Only after arriving at the conference room did I find out that there were another 20–30 documents to organize. Yes, messages had been posted in the group, but because I was organizing the previous 10–20 documents, I simply had no time to carefully review what had been sent in the group. More than 20 documents in the conference room were all printed and organized by me, and then, after suddenly learning about the additional 20–30 documents, I continued printing and organizing them.
Even though I was the one busy working, our general manager said to the director of the Business Division, “Didn’t we hire an assistant? Why are we still so busy?” He only stood there giving verbal orders, then anxiously walked in and out, going back and forth between the office and the conference room. The director of the Business Division helped with stamping and sealing the documents, while the general manager actually yelled at me in the conference room, asking what was still missing and which company each project belonged to. It was only my second day, and I didn’t even understand what I was handling yet. I only knew that I had to print out and organize the documents and help print and photocopy the materials. I must have printed around 300 pages!
I felt that everything I did was for the company and the department, but is it really right to take out one’s emotions on others like that? On what grounds? Still, thankfully, two days was enough. Everyone, please think twice before going for an interview at this company! If you are unfortunately hired, think twice—and then think twice again!
The manager is happily slacking off.
To be honest, I strongly do not recommend this company because it merged with Sih-Rui.
There are very serious problems within the company.
When the new department was previously being established, its senior executives had serious problems with internal political infighting.
Resources that the sales team worked hard to find were dismissed.
When seeking clients, they only want disposable clients that can be discarded after use.
They have no intention of properly developing a sustainable business philosophy.
There have been incidents involving maliciously framing and questioning internal employees over allegedly selling company secrets.
The person who was framed even had to pay out of pocket to purchase materials for research and development.
Meanwhile, the person who sold the secrets was able to carry on comfortably at the time.
There have even been issues involving malicious reductions in employees' salaries.
Given all these signs, the fact that no report was made to the labor authorities is truly something the company owner can consider a blessing.
Those with ambitions or ideals should not join.
As long as Ms. L remains at the company,
there should be no expectations for the company's biological sciences division.
The software development engineers at this company have it incredibly easy: they start work at 9:30 a.m. and finish at 6:30 p.m. Employees can take leave whenever they want. There is also an engineer who comes to work at 10:30 every morning—he has even more clout than the general manager, like an underground general manager, with the supervisors above turning a blind eye.
This company has a huge number of problems. The problems begin with the interview: there is no written test, and you can be hired casually after just a verbal interview. However, during the interview, the interviewer will usually ask you to take on three different roles at once; as long as you agree, your chances of being hired are high. Now to the main point: the reason this company is in such a terrible state and has so many problems lies with the general manager and the first-level supervisors. It starts with requiring one person to handle three different roles, which causes the company’s systems to become an utter mess and makes it impossible to do anything well. People who are not specialists in a particular field are forced to take on that role—how could they do it well? Some employees resign shortly after joining. After they leave, no one hands over their work, and no documents or data are transferred. The position then falls into chaos, and it can take several months to fill the vacancy, resulting in gaps in technology and data. The company’s systems are a complete mess. The company was established seven years ago, but only started having an ERP system this year. The ridiculous thing is that hardly anyone uses it. A newly hired procurement employee is expected to learn the ERP system and then teach all the employees. The company’s first-level supervisors have authority and responsibility, while the second-level supervisors spend all day shirking and have neither authority nor responsibility. The ERP system should have been properly handled by these second-level supervisors, so why ask a new employee to teach everyone? For the first seven years, BOMs were created with Office and on paper, and no one managed them. Looking at those BOMs is like looking at work done by kindergarten children—it is so bad it makes you want to cry. The company has hired several PMs, but none has a background in electronics-industry system manufacturing. They do not know how to organize BOMs properly, have almost no understanding of electronic components, cannot understand or prepare approval documents, and do not know how to create product plans or schedules. The data handled by the entire company—from warehouse management, factory engineering, quality assurance, procurement, PM, R&D, sales, and accounting—is a complete mess. Anyone who has worked in the electronics industry and sees this company, its systems, and its procedures would only shake their head in disbelief. The attitude is simply that having someone do it is good enough; anything that comes your way gets dumped on you. There are countless ISO deficiencies, and they are the same every year. The owner and first-level supervisors have no intention of putting things in order. They spend all day putting on a superficial show for customers. One person takes on three roles, and each role is performed at only 30 points out of 100—not even passing. The employees have no concept of time: they come in late and leave early. R&D employees sleep whenever they want. They are supposed to return from lunch at 1:00 p.m. but sleep until 1:30; after 3:00 p.m., several people feel like sleeping and simply lie down. At 6:30, everyone leaves. The company is sinking lower and lower and getting worse. The company owner and first-level supervisors seem to have water in their heads. Every week they invite a bunch of lecturers to give courses at the company, but the content provides no benefit whatsoever to the employees or the company—topics such as wellness, health, traditional Chinese medicine, and sports injuries, all in a completely haphazard mix. Do they have too much money and nowhere to spend it? Every so often, they force all employees to sign in or move tables and chairs to attend the courses, and they even have to take photos. Enough already. Some of the company’s engineering projects, R&D work, and data are also a complete mess; things that should be done are left undone. Bringing in people like this to teach courses is of no help at all and only drags the company down. It is completely misguided. After seven years in business, the company has no equipment or instruments—truly outrageous. Three-quarters of the company’s products are purchased from other companies and sold under its own brand. Only the remaining quarter is developed in-house, and even most of that development is outsourced. The entire company is like an outsourcing firm; R&D has no core technology at all. The company has hired a huge number of female employees, but they can only do clerical work. Can they handle moving things or technical work if asked? What benefit does this provide to the company? Is the company trying to become a trading company? It is dragging the company down. There are pitifully few middle managers, and no one cares. No one manages the engineers below, which leads employees to avoid taking on extra responsibilities, because once something touches you, it becomes your responsibility. As long as someone does it, that is considered good enough. To the general manager and first-level supervisors of this company: listen carefully. Were the companies you previously worked for like this? Could you personally do three jobs at once and do them well? If you cannot do it yourselves, why force it onto employees? You do not offer employees particularly high salaries or good terms either. This approach is extremely unprofessional. Please think about allocating roles according to industry responsibilities and organizational systems—each field has its own specialist. When responsibilities are forcibly added, the results are not good; they are poor.