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Emergency bras!!!!!
A red bra is not ordinary underwear
In the event of an affair, it can be used to graffiti and color in order to mock the protective power of N95 masks; if no ticket is received, the Ig Nobel Prize is yours
The design inspiration comes from exposure trauma risk management strategies and 3D-printing technology. Always ready for urgent delivery, the reusable version is priced at $29.99, and some people even use it to detect air quality
Research has found that filtering air during nuclear disasters and contamination in toilets, women almost all wear bra masks and figure-skate to rescue people. The butterfly effect makes it multifunctional; earthquake symbols are used to distinguish them. Bury it, brain-hole hero, and let them separate
When 🐓 public 🐓 relations 🐓 do 🐓 not 🐓 have 🐓 enough 🐓 resources, it is 🥨 really 🥨 very 🥨 difficult 🥨 to 🥨 earn 🥨 exposure 🥨 and 🥨 reach. Hurry 🦀 and 🦀 secretly 🦀 buy 🦀 traffic 🦀 from 🌏 low 🌏 benchmark 🌏 to 🌏 high 🌏 point 🌏; 100,000 🌏 views cost only 10,000 ☠ yuan. Hurry 🎰 and 🎰 join 🎰 the 🎰 shoe 🎰教🎰 commercial 🎃 co🎃operation🎃 event🎃; the current😭 quotation😭 starts😭 at😭 40% off
Run away!
A few months ago, I interviewed for a new brand they were planning to develop. There were two rounds: the first was with HR, and some time later, I immediately proceeded to the second round, an interview with the boss. In short, throughout the entire process, they gave you the impression of, “Wow, you’re really impressive and a great match for what we’re looking for! You also have experience, have sold our brand, and understand the market well. When do you think you could start!?” That was the kind of impression they gave. The interview lasted more than an hour and a half, during which they asked an incredible number of questions—no exaggeration, an absolutely enormous number! They also asked each question in great detail. I imagine this was because a new department was being established and they were launching a new brand, so they lacked a lot of experience and needed information to use as a reference. I therefore shared much of the experience I had accumulated over more than ten years, including my own perspectives. In the end, they said that they still had several other interviews and would notify me later, but they did not say the latest date by which they would respond. After that, there was no further news. In summary, this interview was basically an intentional attempt to indirectly extract all of the interviewee’s experience and use it as a reference for developing their own new brand. They were not genuinely interested in working with you; they asked a pile of questions that went far beyond what would normally be asked in an interview (basically, they were the kind of questions a company would discuss in depth during a meeting about market conditions!). After looking more closely at the reviews, I discovered that I was not the first interviewee to have a bad experience. All I can say is: everyone, please proceed with caution and keep your eyes open. Our time and experience as interviewees are both valuable, and we should not be treated this way, right? They are incredibly selfish! I can only remind everyone not to be too kind by offering advice or casually revealing everything you know, allowing the other party to manipulate you into handing over your personal experience as a reference template for their company! In fact, if you want to know whether a company is good and has integrity, you can tell a lot simply by looking at how it treats interviewees. As they say, the devil is in the details!
Staff at stores in the same area help one another.
The company keeps the number of store employees very low, so every day someone has to go support another branch in the same area. It is practically equivalent to requiring every store employee to be familiar with all the stores and counters in the area. In addition, many things that could be resolved quickly are made unnecessarily complicated. There is also the employee meal break: we have to eat while watching the surveillance monitors and helping retrieve the clothes customers request, so it is essentially impossible to take a proper break.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic file, so I sent it directly. However, the manager insisted that I provide a photo taken of the physical obituary. After taking the photo, I was also required to bring the physical obituary to the company. (At first, I thought it was only needed for the leave request.) After I brought it in, the district manager immediately told me that because I had not yet completed the performance assessment, I was not eligible for the bereavement allowance and did not need to bring it in, so I should take it home. It was not about the money, but traveling between cities during the funeral period was already exhausting, and I still had to deal with this. At the time, there were also other family-related factors, so I resigned after working there for nearly two months. I was repeatedly subjected to emotional pressure from the district manager, who said that two other stores in the same area had also had employees resign that month and that my resignation would leave two stores understaffed. When the emotional pressure did not work, the manager began making sarcastic remarks.
Employees at stores in the same district help one another.
The company keeps staffing levels at its stores extremely low, so every day someone has to go support another branch in the same district. This practically means that every store employee has to be familiar with all the stores and counters in the district. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, they have to eat while watching the security monitors and helping retrieve clothes requested by customers, so it is essentially impossible to get a proper break.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to photograph the obituary. I happened to have an electronic image, so I sent it directly. However, the manager insisted that I obtain a physical copy of the obituary and photograph it for them. After taking the photo, I was also required to bring the physical obituary to the company—I initially thought it was only needed for the leave application. After I brought it in, the district manager immediately told me that because I had not yet been evaluated, I was not eligible for a bereavement allowance, so I did not need to submit it and should take it home. It was never about the money, but traveling between counties during the funeral period was already exhausting, and I still had to deal with this. At the time, there were also other family-related factors, so I resigned after working there for nearly two months. The district manager kept trying to emotionally manipulate me, saying that two other employees in stores in the same district had also resigned that month and that my resignation would leave two stores understaffed. When that manipulation did not work, the manager started making sarcastic remarks.
Employees at stores in the same district help one another.
The company keeps the number of store employees very low, so every day someone has to go support another branch in the same district. It is almost as if every store employee has to be familiar with all the stores and counters in the district. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, they have to keep an eye on the surveillance monitors while eating and help retrieve clothes requested by customers, so they cannot properly rest.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic image file, so I sent it directly. However, the manager insisted that I provide a photo taken of the physical obituary. After taking the photo, I was also required to bring the physical obituary to the company (I initially thought it was only needed for the leave request). After I brought it in, the district manager immediately told me that because I had not yet undergone the evaluation, I was not eligible for bereavement assistance, so there was no need for me to bring it in and I should take it home. It was never about the money, but traveling between cities during the funeral period was already exhausting, and I still had to deal with this. However, because of other family-related factors at the time, I resigned after working there for nearly two months. The district manager kept emotionally blackmailing me, saying that two other stores in the same district had also had employees resign that month and that my resignation would leave two stores understaffed. When that emotional pressure did not work, the manager eventually started making sarcastic remarks.
Employees at stores in the same district help one another.
The company keeps the number of store employees very low, so every day someone has to go support another branch in the same district. This means that practically every store employee has to be familiar with all the stores and counters in the district. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, they have to watch the surveillance monitors while eating and help retrieve clothes requested by customers, so it is basically impossible to take a proper break.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic image file, so I sent it directly. However, the manager insisted that I provide a photo taken of the physical obituary. After taking the photo, I was also required to bring the physical obituary to the company—I initially thought it was only needed for the leave request. After I brought it in, the district manager immediately told me that because I had not yet been evaluated, I was not eligible for the bereavement allowance, and that I could take it home. It was not about the money, but traveling between cities during the funeral period was already exhausting, and I still had to deal with this. At the time, there were also other family-related factors, so I resigned after working there for nearly two months. The district manager kept trying to emotionally blackmail me, saying that two other stores in the same district had also had employees resign that month and that my resignation would leave two stores understaffed. When that emotional pressure did not work, the manager started making sarcastic remarks.
Store employees in the same area help one another.
The company keeps the number of store employees very low, so every day someone has to go support another branch in the same area. It is almost as if every store employee has to be familiar with all the stores and counters in the area. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, they have to watch the security cameras while eating and help retrieve the clothes customers want, so it is basically impossible to get a proper rest.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic copy, so I sent it directly. However, the manager insisted that I provide a photo taken of the physical obituary. After taking the photo, I was also required to bring the physical obituary to the company. (At first, I thought it was only needed for the leave request.) After I brought it in, the area manager immediately said that because I had not yet completed my performance evaluation, I was not eligible for bereavement assistance, so I did not need to submit it and should take it home. It was not about the money, but traveling between cities during the funeral period was already exhausting, and I still had to deal with this. However, because of other family-related factors at the time, I resigned after working there for nearly two months. The area manager kept emotionally blackmailing me, saying that two other stores in the same area had also had employees resign that month and that adding my resignation would leave two stores understaffed. When the emotional blackmail did not work, the manager started making sarcastic remarks.
Employees at stores in the same area help one another.
The company keeps staffing levels at its stores very low, so every day someone has to go support another branch in the same area. This means that almost every store employee has to be familiar with all the stores and counters in the area. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, they have to eat while monitoring the security cameras and helping retrieve clothes requested by customers, so they cannot really take a proper break.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic copy, so I sent it directly. However, the manager insisted that I obtain a physical obituary and photograph it for them. After taking the photo, I was also required to bring the physical obituary to the company. (At first, I thought it was only needed for the leave request.) After I brought it in, the district manager immediately told me that because I had not yet completed my assessment, I was not eligible for bereavement assistance and did not need to submit it, so I should take it home. It was never about the money, but traveling back and forth between cities during the funeral was already exhausting, and I still had to deal with this. However, because there were also other family-related factors at the time, I resigned after working there for nearly two months. The district manager continued to emotionally blackmail me, saying that two other stores in the same area had also had employees resign that month, and that including my resignation would leave two stores understaffed. When that emotional pressure did not work, the manager began making sarcastic remarks.
Staff at stores in the same area help one another.
The company keeps staffing levels at its stores very low, so every day someone has to go support another branch in the same area. It is almost as if every store employee has to be familiar with all the stores and counters in the area. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, they have to keep an eye on the surveillance monitors while eating and help retrieve clothes requested by customers, so it is basically impossible to get a proper break.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic copy, so I sent it directly. However, they insisted that I take a photo of the physical obituary and send it to them. After I did so, they also required me to bring the physical obituary to the company. (At first, I thought it was only needed for the leave application.) After I brought it in, the area manager immediately told me that because I had not yet passed the assessment, I was not eligible for the bereavement allowance, so I did not need to bring it and should take it back home. It was not about the money, but traveling between counties during the funeral period was already exhausting, and I still had to deal with this. However, due to other family-related factors at the time, I resigned after staying for nearly two months. I was also repeatedly emotionally blackmailed by the area manager, who said that two other stores in the same area had also had employees resign that month and that my resignation would leave two stores understaffed. When the emotional pressure did not work, they started making sarcastic remarks.
Employees at stores in the same district help one another.
The company keeps staffing levels at its stores very low, so every day someone has to go support another branch in the same district. It is practically equivalent to requiring every store employee to be familiar with all the stores and counters in the district. In addition, many things that could be resolved quickly are made unnecessarily complicated. There is also the issue of employees’ meal breaks: they have to eat while watching the surveillance monitors and helping retrieve clothes requested by customers, so they cannot really take a proper break.
Later, when I took bereavement leave because a family member had passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic file, so I sent it directly. However, the manager insisted that I obtain a physical obituary and photograph it for them. After taking the photo, I was also required to bring the physical obituary to the company. (At first, I thought it was only needed for the leave application.) After I brought it in, the district manager immediately told me that because I had not yet completed my evaluation, I was not eligible for a bereavement allowance, so I did not need to submit it and should take it home. It was never about the money, but traveling between cities during the funeral period was already exhausting, and I still had to deal with this. At the time, I also had other family-related factors to consider, so I resigned after working there for nearly two months. The district manager continued to emotionally blackmail me, saying that two employees at other stores in the same district had also resigned that month, and that my resignation would leave two stores understaffed. When the emotional blackmail did not work, the manager began making sarcastic remarks.
Staff at stores in the same district help one another.
The company keeps the number of store employees extremely low, so every day someone has to go support another branch in the same district. It is practically as though every store employee has to be familiar with all the stores and counters in the district. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, we have to keep an eye on the surveillance monitors while eating and help retrieve the clothes customers ask for, so it is basically impossible to get a proper break.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic image, so I sent it directly. However, they insisted that I bring a physical obituary and photograph it for them. After taking the photo, I was also required to bring the physical obituary to the company. (At first, I thought it was only needed for the leave application.) After I brought it in, the district manager immediately told me that because I had not yet been evaluated, I was not eligible for a bereavement allowance, so I did not need to submit it and should take it home. It was not about the money, but traveling between cities during the funeral period was already exhausting, and I still had to deal with this. At the time, I also had other family-related circumstances, so I resigned after working there for nearly two months. The district manager kept trying to emotionally manipulate me, saying that two employees at other stores in the same district had also resigned that month and that adding my resignation would leave two stores understaffed. When the emotional manipulation did not work, they started making sarcastic remarks.
Employees at stores in the same area help one another.
The company keeps staffing levels at its stores extremely low, so every day someone has to go support another branch in the same area. This practically means that every store employee has to be familiar with all the stores and counters in the area. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, they have to eat while watching the security monitors and helping retrieve clothes requested by customers, so it is basically impossible to take a proper break.
Later, when I took bereavement leave because a family member had passed away, the store manager asked me to photograph the obituary. I happened to have an electronic copy, so I sent it directly. However, the manager insisted that I take a photo of the physical obituary and send it to them. After taking the photo, I was also required to bring the physical obituary to the company—I initially thought it was only needed for the leave application. After I brought it in, the district manager immediately said that because I had not yet completed my assessment, I was not eligible for bereavement assistance, so I did not need to submit it and should take it home. It was not about the money, but traveling between counties during the funeral period was already exhausting, and I still had to deal with this. At the time, there were also other family-related factors, so I resigned after working there for nearly two months. The district manager kept trying to emotionally manipulate me, saying that two other stores in the same area had also had employees resign that month and that my resignation would leave two stores understaffed. When the emotional manipulation did not work, the manager began making sarcastic remarks.
Employees at stores in the same district help one another.
The company keeps staffing levels at its stores very low, so every day someone has to go support another branch in the same district. It is practically equivalent to requiring every store employee to be familiar with all the stores and counters in the district. In addition, many things that could be resolved quickly are made unnecessarily complicated. There is also the issue of employees’ meal breaks: they have to keep an eye on the surveillance monitors while eating and help retrieve clothes requested by customers, so they cannot actually rest properly.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to photograph the obituary. I happened to have an electronic image file, so I sent it directly. However, the manager insisted that I obtain a physical obituary and photograph it for them. After taking the photo, I was also required to bring the physical obituary to the company (I initially thought it was only needed for the leave application). After I brought it in, the district manager immediately told me that since I had not yet completed my evaluation, I was not eligible for a bereavement allowance, so I did not need to submit it and should take it home. It was not about the money, but traveling between counties during the funeral was already exhausting, and I still had to deal with this. At the time, due to other family-related factors as well, I resigned after working there for nearly two months. The district manager continued to emotionally blackmail me, saying that two other stores in the same district had also had employees resign that month and that adding my resignation would leave two stores understaffed. When the emotional manipulation failed, the manager began making sarcastic remarks.
Employees at stores in the same area help one another.
The company keeps the number of store employees very low, so every day someone has to go support another branch in the same area. It is almost as if every store employee has to be familiar with all the stores and counters in the area. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, they have to keep an eye on the monitors while eating and help retrieve clothes requested by customers, so they cannot actually take a proper break.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic file, so I sent it directly. However, the manager insisted that I provide a photo taken of the physical obituary. After taking the photo, I was also required to bring the physical obituary to the company—I initially thought it was only needed for the leave request. After I brought it in, the area manager immediately told me that because I had not yet completed my performance assessment, I was not eligible for the bereavement allowance, so I should take it home. It was not about the money, but traveling between cities during the funeral period was already exhausting, and I still had to deal with this. However, because of other family-related factors at the time, I resigned after working there for nearly two months. The area manager continued to emotionally pressure me, saying that two other stores in the same area had also had employees resign that month and that my resignation would leave two stores understaffed. When the emotional manipulation did not work, the manager eventually started making sarcastic remarks.
Employees at stores in the same district help one another.
The company keeps the number of store employees extremely low, so every day someone has to go support another branch in the same district. It is almost as if every store employee has to be familiar with all the stores and counters in the district. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, we have to watch the monitors while eating and help retrieve clothes requested by customers, so it is impossible to get a proper rest.
Later, when I took bereavement leave due to a family member’s death, the store manager asked me to photograph the obituary. I happened to have an electronic copy, so I sent it directly, but they insisted that I bring a physical obituary and photograph it for them. After taking the photo, I was also required to bring the physical obituary to the company (I initially thought it was only needed for the leave request). After I brought it in, the district manager directly told me that since I had not yet completed my assessment, I was not eligible for the bereavement allowance and did not need to bring it in, so I should take it home. It was not about the money, but traveling between cities during the funeral had already been exhausting, and I still had to deal with this. However, because of other family-related factors at the time, I resigned after working there for nearly two months. The district manager also kept emotionally pressuring me, saying that two other stores in the same district had employees resign that month and that my resignation would leave two stores understaffed. When emotional manipulation did not work, they started making sarcastic remarks.
Store employees in the same area help one another.
The company keeps the number of store employees very low, so every day someone has to go support another branch in the same area. It is practically necessary for every store employee to be familiar with all the stores and counters in the area. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, they have to keep an eye on the surveillance monitors while eating and help retrieve clothes requested by customers, so they cannot properly rest.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic file, so I sent it directly. However, the manager insisted that I bring a physical obituary and take a photo of it. After taking the photo, I was also required to bring the physical obituary to the company. (At first, I thought it was only needed for the leave request.) After I brought it in, the area manager immediately told me that because I had not yet undergone the assessment, I was not eligible for the bereavement allowance, so I did not need to submit it and should take it home. It was not about the money, but traveling between cities during the funeral period was already exhausting, and I still had to deal with this. However, because of other family-related factors at the time, I resigned after working there for nearly two months. The area manager also kept emotionally blackmailing me, saying that two other stores in the same area had also had employees resign that month and that my resignation would leave two stores short-staffed. When the emotional blackmail did not work, the manager began making sarcastic remarks.
Staff at stores in the same district help one another.
The company keeps the number of store employees very low, so every day someone has to go support another branch in the same district. It is almost as if every store employee has to be familiar with all the stores and counters in the district. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, we have to keep an eye on the monitors while eating and help retrieve clothes requested by customers, so there is no way to get a proper break.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic file, so I sent it directly. However, the manager insisted that I bring a physical obituary and photograph it for them. After taking the photo, I was also required to bring the physical obituary to the company. (At first, I thought it was only needed for the leave request.) After I brought it in, the district manager immediately told me that because I had not yet undergone an evaluation, I was not eligible for bereavement benefits, so I did not need to submit it and should take it home. It was never about the money, but traveling between cities during the funeral had already been exhausting, and I still had to deal with this. However, because of other family-related factors at the time, I resigned after working there for nearly two months. I was also repeatedly subjected to emotional manipulation by the district manager, who said that two other stores in the same district had employees resign that month and that my resignation would leave two stores understaffed. When the emotional pressure failed, the manager began making sarcastic remarks.
Employees at stores in the same area help one another.
The company keeps staffing levels at its stores very low, so every day someone has to go support another branch in the same area. It is almost as if every store employee has to be familiar with all the stores and counters in the area. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, they have to eat while keeping an eye on the surveillance monitors and helping retrieve the clothes customers ask for, so it is basically impossible to get a proper rest.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to photograph the obituary. I happened to have an electronic image file, so I sent it directly. However, the manager insisted that I bring a physical obituary and photograph it for them. After I took the photo, I was also required to bring the physical obituary to the company. (At first, I thought it was only needed for the leave request.) When I brought it in, the regional manager immediately told me that because I had not yet completed my assessment, I was not eligible for a funeral allowance, so I did not need to submit it and should take it home. It was not about the money, but traveling between counties during the funeral was already exhausting, and I still had to deal with this. However, because of other family-related factors at the time, I resigned after working there for nearly two months. The regional manager also kept emotionally blackmailing me, saying that two other stores in the same area had employees resign that month and that my resignation would leave two stores understaffed. When the emotional manipulation did not work, the manager started making sarcastic remarks.
Staff at stores in the same area help one another.
The company keeps the number of store staff very low, so every day someone has to go support another branch in the same area. It is almost as if every store employee has to be familiar with all the stores and counters in the area. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, they have to eat while watching the security monitors and helping retrieve the clothes customers want, so they cannot really take a proper break.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the death notice. I happened to have an electronic file, so I sent it directly. However, the manager insisted that I obtain a physical death notice and photograph it for them. After taking the photo, I was also required to bring the physical death notice to the company. (At first, I thought it was only needed for the leave request.) After I brought it in, the district manager immediately told me that because I had not yet undergone an evaluation, I was not eligible for bereavement assistance, so I did not need to submit it and should take it home. It was not about the money, but traveling between cities during the funeral was already exhausting, and I still had to deal with this. At the time, there were also other family-related factors, so I resigned after working there for nearly two months. The district manager kept trying to emotionally manipulate me, saying that two other stores in the same area had also had employees resign that month and that my resignation would leave two stores understaffed. When the emotional manipulation did not work, the manager began making sarcastic remarks.
Store staff in the same area help one another.
The company keeps the number of store employees very low, so every day someone has to go support another branch in the same area. This practically means that every store employee has to be familiar with all the stores and counters in the area. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, we have to keep an eye on the surveillance monitors while eating and help retrieve the clothes customers request, so it is practically impossible to take a proper break.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic copy, so I sent it directly. However, the manager insisted that I provide a photo taken of the physical obituary. After taking the photo, I was also required to bring the physical obituary to the company. (At first, I thought it was only needed for the leave request.) After I brought it in, the area manager immediately told me that because I had not yet completed my assessment, I was not eligible for the bereavement allowance, so I did not need to submit it and should take it home. It was not about the money, but traveling between cities during the funeral period was already exhausting, and I still had to deal with this. However, because of other family-related factors at the time, I resigned after working there for almost two months. The area manager also kept using emotional pressure on me, saying that two other branches in the same area had employees resign that month and that including me would leave two stores understaffed. When that emotional manipulation did not work, the manager started making sarcastic remarks.
Employees at stores in the same district help one another.
The company keeps the number of store employees very low, so every day someone has to go support another branch in the same district. This means that almost every store employee has to be familiar with all the stores and counters in the district. Also, many things that could be resolved quickly are made unnecessarily complicated. In addition, during employees’ meal breaks, we have to keep an eye on the surveillance monitors while eating and help retrieve the clothes customers ask for, so it is practically impossible to get a proper rest.
Later, when I took bereavement leave because a family member passed away, the store manager asked me to take a photo of the obituary. I happened to have an electronic file, so I sent it directly, but the manager insisted that I provide a photo taken of the physical obituary. After taking the photo, I was also required to bring the physical obituary to the company—I initially thought it was only needed for the leave request. But after I brought it in, the district manager immediately told me that since I had not yet been evaluated, I was not eligible for the bereavement allowance and did not need to submit it, so I should take it home. It was not about the money, but traveling between cities during the funeral period was already exhausting, and I still had to deal with this. At the time, there were also other family-related factors, so I resigned after working there for nearly two months. The district manager continued to use emotional pressure on me, saying that two other stores in the same district had also had employees resign that month and that my resignation would leave two stores understaffed. When that emotional manipulation did not work, the manager began making sarcastic remarks.
If you're lucky, you may come across good colleagues
Provided that you're lucky
!!! Everything people on this forum have said is true
By all means, don't tempt fate!!
Colleagues and branch stores help one another.
When a certain department store first opened, a senior employee in a certain position did not train new employees or let them practice, and simply left them on their own. If you have no experience, please do not try it. They kept targeting and harshly berating new employees in front of customers, and even made self-deprecating remarks about once berating someone so much that the person had nightmares and cried. They constantly mocked you. Do the higher-ups just allow this kind of person to behave this way? The company’s system has become corrupt because of them…
Department store counter working hours will not exceed
1. Suddenly transferring someone to a different position. Because of one instruction from the boss, one of us had to leave and work at a store farther from home, extending the time until getting off work by anywhere from 20 minutes to 2 hours, without any transportation allowance. I heard there might not even be overtime pay. On top of that, the working environment was worse than the original location. The intermediary, having received the instruction and feeling unable to do otherwise, told us: If no one volunteers, we can only draw lots, and there can be no further objections. In the end, it was only when the matter reached Human Resources that they said it could actually have been discussed with HR. If that was really the case, was it necessary for the original intermediary to tell us in a way that seemed intentionally coercive? She could have simply told us to discuss it with HR directly. Why wait until after the incident occurred for HR to take over a problem that had already erupted, and then tell us that we could discuss it with HR? Doesn't this also raise concerns about judging the matter only by its outcome? Oh, and during the discussion with HR, they also said that no one had ever reported anything like this before. The fact that no one reported it does not mean it did not happen. I really do not know what that statement was intended to imply.
1-2. I eventually received severance pay, but the application form for the promised government subsidy was never sent to me. I do not know whether it was accidentally omitted or... Although the boss apologized to me through another person, using someone else rather than apologizing personally itself raises doubts about the sincerity. Even if this is simply a method or approach, I did not feel any genuine intention to improve the company.
2. During the 9-hour workday, employees were prohibited from leaving the workplace during the 1-hour break and could only rest in the warehouse. But that hour really was not counted as paid time, was it? What right did they have to control us and require us to stay inside during our break instead of going outside?
3. During the interview, they interviewed someone with light-colored hair. After joining the company and dyeing it a different color, the supervisors made such a fuss that they even asked the boss whether the hair color was acceptable. Fortunately, the boss said that anything was fine as long as it was not fluorescent. The whole process went through at least two levels of management before reaching the boss, and the boss's response was relayed back through layer after layer. It was only after new-employee training that I saw the color version of the employee handbook. A clothing store actually had hair-color restrictions, allowing only six colors. Is the company the government of North Korea? Later, the boss explained that this was a very old rule and that it was not so strict anymore. In that case, should the employee handbook be updated? The whole process was making a fuss over nothing and completely absurd, and it left a very bad impression.
Branded clothing
The company culture appears flat, but it is probably just those at the top wanting to control everything. When leadership cannot organize things properly, it is also difficult for people below to work effectively. The same problems occur repeatedly, but instead of addressing them at the source, those at the top only want you to deal with the immediate issue—and they keep finding more problems to throw at you endlessly. Although each colleague has their own responsibilities, when individual or cross-departmental problems arise, rather than solving them together, people simply pass the problems along and seriously expect the other party to resolve them. This leads colleagues to merely pass problems around instead of trying to solve them together, which feels very unpleasant. The company's hardware and software are very outdated, and the people responsible for handling them are also very poor. The company's ERP, which has been in use for more than ten years, is full of problems every day, causing operators a great deal of trouble and seriously affecting work efficiency. As a result, it may look like everyone is very busy, but in reality they are just busywork, because it is all caused by the system. Good leadership is very important. It can reduce the burden on all workers and enable those below to learn how to work and manage efficiently, rather than merely throwing problems at them and keeping them pointlessly busy. Keep it up.
The workspace is spacious.
A place that is in a hurry to recruit a replacement. The workspace is large, but the curtains are not opened, and the indoor lights are not all turned on, so it is not bright and feels dim. Most of the employee seats are empty; at a glance, there seemed to be only a little over ten people working. The job duties are not the kind that allow you to grow, and the supervisor does not really value your abilities, only requiring that you know how to use Excel (but what is so difficult about that?). They said the work would be varied and that the boss has many ideas. Normally, you need to collect data from various major online shopping platforms (what is so difficult about that? Part 2). They said they would prioritize hiring someone who could start work early and take over the duties. Usually, you would leave work half an hour to an hour late. The company uses a system of responsibility without overtime pay, and says everything complies with the Labor Standards Act—but a responsibility-based system is illegal! Overall, it felt like a very strange place.
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Really, don't be fooled by this company's outward appearance. The benefits sound great, but in the end, everything still depends on the boss's decision—whether he feels like approving it. For example: the year-end bonus.
I really don't understand how a company of this size can not even have a year-end bonus. I can understand that the pandemic had an impact, but not even 0.5 months' salary? Do you think employees are idiots?
The announcement even praised customers to the skies with a “Thanksgiving Festival.” This is fundamentally a company that does not think about its employees.
I was an employee who left before completing the probationary period. The main reason I resigned was that the job did not align with my ideals and future plans, so I submitted my resignation. During orientation, they said that if I resigned early during the probationary period, I had to give one week's notice. I did. So what happened? They made it sound nice, saying it was to give me time to look for a job, but in plain language, it meant: “Today is your last day.” ^^?? I told HR that I could work until the end of the month, and I had also given one week's notice, but they said that because there wasn't much work during that period, I would work only until that day.
Then they said that because I had not worked a full month, my monthly salary would be divided by the number of days in the month and calculated as a daily wage.
Wow, they instantly saved 10,000 dollars. I've never seen such a stingy boss. There are plenty of other terrible things about this company too.
I strongly advise you not to come. Don't come. Don't come. You will absolutely regret it!!!!
The boss will drive you to death. Absolutely terrible.
A birthday tea party at the end of each month, paid for by deducting money from everyone's salary.
1. High turnover.
2. One person is expected to do the work of several people; when problems arise among the company's upper management, employees are told to work overtime.
3. No supervisors have control; the boss holds all the power and is stubborn.
4. The benefits are fake—the company specializes in making empty promises.
5. The probationary period is just for show; even after passing it, there is no room for advancement or adjustment.
6. The group chat is still bombarded with messages and people are tagged after work or on holidays.
Suggestion: If you really have no choice and would have to eat toast and oden soup every day, don't join.
A birthday tea party every month, but it is optional and feels completely impractical!
I would like to share my work experience after being hired following the interview. I worked at this company for a little over seven months. During the first three months, the company’s own system-related problems resulted in two consecutive months of overtime, from 9 a.m. to 9 p.m. every day. There was no overtime pay, only compensatory leave (and they would even stipulate that you could not take Mondays off). The work mainly involved “answering calls, handling online customer service and telephone inquiries, listing and delisting products, and maintaining various platforms.”
What I especially want to emphasize here is the relationship among colleagues. Another woman joined the company at the same time as me. Basically, as long as we could finish our own work, that was enough. Only if we had extra energy could we help the more senior colleagues. However, most of those senior colleagues had worked there for more than eight years and were all around the age of mothers, so they were not very receptive to young people’s ideas. Apart from the manager, who had a good personality, the other colleagues were extremely harsh. In serious cases, they would maliciously subject you to verbal bullying or isolate you in the workplace. I was actually very unhappy during my time there. Not only did we have to work overtime every day, but we also had to deal with calls and messages from difficult customers, and the colleagues were hard to get along with. It was not just the latest group of employees who felt this way; people in other departments felt the same.
If you are considering whether to actually join this company, please choose carefully and think it through!
The customer service department is made up of entrenched long-term employees, while not a single person in the warehouse department has stayed for more than two years! All the customer service staff who joined at the same time as me have already left~
It was only after we resigned that they introduced what they called “overtime pay,” but they also changed the schedule from regular day shifts to include night shifts. In addition, there is an enormous amount of work, making it difficult for two or three employees to handle the workload. In practice, working overtime every day is the norm. The company’s systems and policies change very quickly, but it wants to save on labor costs, so it refuses to hire more new employees. The warehouse department is the same.
The earlier posts, including those on other interview-sharing platforms, were all skeptical of this company and gave it poor reviews.
Simply put, apart from the basic bonuses for the three major holidays, the rest of the overtime work does not comply with the Labor Standards Act. Please make your own careful consideration!
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The boss is a very difficult person who likes to spread false rumors about employees behind their backs!
Asking people to leave on a whim is commonplace, especially as the end of the year approaches. I learned from a departing colleague that the boss suddenly wanted him to leave but refused to sign a “certificate of involuntary resignation.” It was obvious that he did not want to pay severance. I was also afraid that I could be asked to leave at any time, so I have never dared to speak up…
When I look at the other colleagues in my department, they are all distant and cold as well, since they feel that it has nothing to do with them.
Since last year, our company has not held an annual year-end bonus event or a year-end banquet. At the time, many long-serving colleagues also gradually resigned. Later, I even heard that the company had deducted a lot of wages from new employees; its calculation method violated the Labor Standards Act: a month with 31 days was treated as 31 days, but the 31st day was not paid.
The company looks very large, but only its sign is large. In reality, teams are being disbanded one after another. Sometimes I even feel that it would not be surprising if the company went bankrupt now… Half of the long-term employees have left, and the remaining newcomers are less than half the company’s original size; only half the people are still barely hanging on.
I have not left the company yet, but I am also planning to leave… The internal problems at the company, together with the problems with the boss, are truly very serious.
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1. For a company of such a large scale, it is surprising that it does not even pay annual bonuses year after year. Overtime is compensated only with time off in lieu, with no overtime pay. Even the transportation allowance for overtime that was agreed upon at the outset was canceled under various pretexts.
2. The company deducts a welfare fee every month to hold an end-of-month birthday celebration, which does not feel like a benefit at all.
3. The turnover rate is very high; more than half of the employees are newcomers, and they leave approximately one week after joining the company.
4. One person is made to do the work of three. If you leave work on time, the boss thinks you have no passion for the job; if you do not immediately respond to the boss’s questions on holidays, that also means you have no passion for the job.
5. The boss always thinks they are right and does not like to listen to any suggestions. Even when they are wrong, they will not admit it, but only say that we should understand what they mean. Everything is the employees’ fault, while the boss is always right!
6. Whenever there is a holiday or annual leave, the boss does not respect your time off at all. If they want you to work, you have to do it, and you will not be paid. If you refuse, they consider you to have no passion for the job.
7. The probationary period was extended. In fact, the Labor Standards Act has long since eliminated the concept of a probationary period, so this is illegal. Nevertheless, the company can still extend the probationary period. If they believed the probationary period had not been passed, they should have informed the employee at the three-month review meeting, rather than keeping the person on to take advantage of them and later informing them that there would be no holiday bonuses. Only after the employee cited the relevant laws did the company change its position and say that it was merely an assessment and would not affect the rights granted under the Labor Standards Act, allowing the employee to finally receive the three holiday bonuses. The HR department knows nothing and has to ask the boss about everything.
8. The company treats customers very well, but is notorious for being stingy and overly calculating with its own employees. It cuts various expense subsidies, and when an employee resigns, you still have to cover their work without receiving any additional pay. The company expects everyone to endure hardships together and considers employees wrong, with a poor work attitude, whenever they object to anything unreasonable.
9. The perfect-attendance bonus is included in the base salary. Therefore, if you do not negotiate your salary with them, your pay will only be the minimum salary listed on the job bank, with the perfect-attendance bonus deducted as well. I have never seen a large company calculate perfect attendance this way.
10. The contract signed when joining the company did not state the salary amount. When an employee objected because they were paid less than expected, the HR department said that the original contract did not specify an amount, so the employee could only accept the loss and let the company profit.
Based on all of the above, this company appears to be large in scale, but is essentially a shell company. It treats employees poorly while demanding that they devote themselves to the company without complaint, constantly operating on the edge of the law or exploiting loopholes in the Labor Standards Act.
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A welfare fee is deducted every month, and there is a birthday party every month. It basically feels like they’re using our money to hold events that don’t feel like benefits at all.
The company’s turnover rate keeps reaching new highs; nearly half of the employees have left.
With the workforce reduced, work is piled onto employees and forced on you. Even if you don’t know how to do it, you’re pushed into the role anyway—one person is expected to do many jobs.
They don’t show consideration for or respect employees, and don’t treat employees as important. They always blame others and say it’s someone else’s problem, without reflecting on or examining why the company has become this way or recognizing that they might have a problem.
Employees on company trips are forced to sign an agreement stating that they cannot resign within six months; otherwise, half of the travel subsidy must be repaid.
Regardless of whether employees have plans on holidays, if you’re asked to work overtime, you have to do it. No payment is provided—you can only take compensatory leave. Even when requesting compensatory or annual leave, you’re questioned extensively about your reasons.
When you say you want to resign, they ask you a bunch of questions about why, then start treating you like an outsider and becoming suspicious of you or looking for trouble. They don’t trust people and are extremely defensive.
There is no year-end bonus or year-end party, and they try to sweep it under the rug. Only when asked do they announce it on the last day before the Lunar New Year. Layoffs happen after the New Year; getting a raise is impossible. They cut costs from employees to an extreme degree.
The boss is very unlikely to accept other people’s new ideas, listening only to themselves and believing they are always right. They are very difficult to change.
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The store staff member has now resigned. At my previous company, there would still be an annual year-end banquet and bonus, but this year, without any warning, there was nothing at all, and they did not explain anything. They only issued an announcement after many people asked. They suddenly closed many branch stores, possibly because they were not making money, and kept coming up with various improvement measures for us to carry out. I have seen far too many people come and go; many do not stay long, and the turnover rate is extremely high. Moreover, the supervisors almost always turn against people and act as if they do not know them anymore. If they do not like you, they will find a way to force you out. Now, the employees at the stores are each being made to do the work of two people. There are not enough staff, yet they still require us to provide support, and there is no acceptable reason for refusing. They completely disrespect their employees. Job openings are also posted continuously, giving the impression that they think, “If one person leaves, another will come anyway.” The employees are the ones who get exhausted, while those above only need to give orders. Working there makes you feel as though the company could go bankrupt at any moment. I hope people considering joining will think carefully.
Pros
1. Colleagues are easy to get along with, except for the boss.
2. I felt very happy during the interview at first, and the company looked very large. However, after joining, I discovered that it was just an empty shell, with nearly two-thirds of the staff gone.
3. There is a birthday celebration every month. Welfare fees are deducted every month, which gives people the feeling that they are using their own money to celebrate.
Cons
A company that is just an empty shell. The boss seemed easy to get along with at first, but after about a month, he gradually began to reveal his true nature and constantly exploit you. He does not even let you off during your days off. For example, on a national holiday before, the boss suddenly assigned work, and became angry when he found that no one paid attention to him. He even said that this was simply your duty. It was truly speechless. Has anyone ever heard of employees being obligated to work on national holidays???
Overall drawbacks:
1. People-related issues (the boss)
2. Low salary with no room for increases
3. Benefits that you can see but cannot enjoy
4. Everyone has left, leaving only an empty shell
5. The boss will keep messaging you on national holidays, as if employees do not have lives of their own
6. Overtime compensatory leave hours are not fully credited, yet the boss acts as if granting them is already an act of great kindness. This seriously violates the Labor Standards Act (many hours are undercounted
The office decor is pretty good (but there are no windows)
Colleagues get along fairly well (but in fact, there isn't much time to talk)
You can experience a large-scale year-end banquet (but some departments have to work very hard because the company won't spend money to outsource the event or venue setup)
There is a monthly birthday celebration where you can have afternoon tea
Cons
I previously worked at this company
The bosses make endless demands of employees and are very stubborn
None of the previous managers stayed long. It is normal for the company to go without a manager for a long time
Things are often changed without anyone saying anything
It feels like the bosses don't regard employees as part of the company's assets
They think their own work is the hardest, so naturally they don't show much respect
After working there for three to five years, you probably won't have much opportunity for growth (and your salary probably won't exceed 30K)
It is absolutely not a company suitable for staying long-term
The internal employee turnover rate is very high
(You can tell from the many job openings that are constantly posted on recruitment websites)
I experienced small-scale layoffs twice around the end of the year
After the New Year, they feel busy and hire young people to fill the positions again
Many of the recreational benefits were things that happened a long time ago and are not provided regularly
The gym is just a space with two treadmills and a table-tennis table
I have never seen anyone use it
If you want to go on the company trip, you have to sign an additional six-month contract
(This also applies to trips within Taiwan)
If you resign within one month after receiving your year-end bonus, you have to return the bonus
There is almost never any time to chat or talk during work. The space feels somewhat suffocating
Because there is simply too much work to do
Yet internally, they are still using some antiquated ways of doing things
Even leaving work on time may prompt the bosses to ask, “Do you have something to do today?” (They seem to think that working overtime is what shows seriousness)
There is no overtime pay
When the Labor Bureau comes to inspect, HR will even hope that you clock in first and then go back to continue working overtime
The boss may tell you just one hour before the end of the workday that something needs to be changed and redone, so you can only swallow your frustration and stay behind