【Interview】Job Eye isn’t just a place to “complain about the workplace”; all they want is for people in Taiwan to be “not underpaid”
https://www.thenewslens.com/article/62843
Hsien-Hsiang: Hoping job seekers find the right positions, an anonymous system “gets more people willing to participate”
“In Taiwan today, has it actually become a high standard for companies to comply with the Labor Standards Act? As long as a company complies with the law and employees work regular hours, it is considered a dream job.” Speaking about the situation of Taiwanese workers, Liu Hsien-Hsiang revealed his deep frustration and confusion. He has seen the hardships faced by workers across the country clearly and feels them deeply.
If we want to improve the workplace environment, we must first raise the minimum wage; only then can we drive an overall increase in workers’ compensation. Liu Hsien-Hsiang believes that only higher wages and benefits can truly help everyone looking for a job and those already working. People with stable incomes should not simply be satisfied with the status quo.
“Abroad, 100,000 might simply be what you deserve, but Taiwan’s environment makes you feel that having 50,000 is already very good. If everyone can change things together, your salary might rise from 50,000 to 100,000.”
If you want to succeed, please do not choose to work for a family business!
1. Don’t delude yourself into thinking the company will continue to grow
Most of Taiwan’s small and medium-sized enterprises are actually family businesses, because first-generation business owners generally hope to pass their companies down to the next generation. As a result, they often appoint family members under the principle of “promoting relatives without avoiding nepotism.” However, because of the system of “choosing relatives rather than talent,” the development of family businesses is also limited. After all, not every family member has the ability to manage and run a business.
For a company to develop into a listed or OTC company, in addition to relying on the strength of its R&D team and products, whether it has a professional manager at the helm is also a very important factor.
Therefore, if you choose to work for a family business, you must first recognize this fact:
A family business can, at most, maintain its current state of development.
If you hope the company can grow in the future into a listed company like TSMC or Foxconn, Youli reasonably suggests that you change jobs directly—it will be faster.
2. Don’t delude yourself into thinking you can become a senior executive
As mentioned earlier, the defining characteristic of a family business is “promoting relatives without avoiding nepotism.” Therefore, when selecting managers internally, the company will always prioritize its own people. After all, the business is ultimately to be handed over to the second generation, so senior management positions will certainly be selected from among the second-generation members. Unless you have an excellent relationship with senior management and are deeply favored and trusted by the insiders’ faction, you may have a chance to rise to a higher position. But don’t celebrate too soon, because if the future successor takes a dislike to you, you may still be replaced. If you have ambitions for a senior management position, please do not choose a family business, because countless insiders will always stand in the way of your promotion. Moreover, these insiders are not necessarily more capable than you, yet they can become your superiors and direct your work. All the effort you have put in may ultimately come to nothing.
https://vocus.cc/article/5dd22dbefd897800015e56cb
Go work for a traditional family-owned manufacturing company! Top-university graduate earns NT$30,000 a month and is squeezed dry, exposing the miserable reality: “I really want to quit.”
https://udn.com/news/story/7269/7122881
3. Companies with a “professional manager governance” model have the highest average salary levels, while companies with family characteristics have the lowest average salary levels.
Comparing the average annual salary per employee among companies with four types of control structures, companies with a “professional manager governance” model have the highest average salary levels, at approximately NT$1.2 million to NT$1.5 million. Companies with a “government-owned shareholding-led” model rank second, at approximately NT$1 million to NT$1.3 million. Companies with family characteristics have the lowest average salary levels: companies with a “single-family-led” model have average salary levels of approximately NT$850,000 to NT$1.04 million, while companies with a “co-governance by two or more groups” model have similarly low average salary levels, at approximately NT$870,000 to NT$1.05 million.
https://www.cheers.com.tw/talent/article.action?id=5102586
Family business cases
Case 1: Greenvines’ long-term sexual harassment and exploitation of employees
https://www.ptt.cc/bbs/Gossiping/M.1712649385.A.C60.html
Case 2: Maiqun Group
Husband owes NT$1.2 million in National Health Insurance premiums; golf equipment seized and auctioned—Li Qianrong acknowledges that her husband is experiencing financial difficulties
https://news.tvbs.com.tw/local/1205348
Case 3: Hsu Wei English
Hsu Wei English branch sealed by court; owner finally speaks out: “I’m very surprised!” Court ruling revealed
https://tw.news.yahoo.com/%E5%BE%90%E8%96%87%E8%8B%B1%E6%96%87%E5%88%86%E6%A0%A1%E9%81%AD%E6%9F%A5%E5%B0%81-%E6%9C%AC%E5%B0%8A%E4%B8%8D%E5%BF%8D%E9%96%8B%E8%85%94-%E6%88%91%E5%BE%88%E6%84%8F%E5%A4%96-%E6%B3%95%E9%99%A2%E5%88%A4%E6%B1%BA%E6%9B%9D%E5%85%89-085003995.html
Lee Chin-liang says, “I’m also a victim”! Sentenced to four months for buying illegal nose-augmentation surgical materials from Hsu Wei’s husband
https://tw.news.yahoo.com/%E6%9D%8E%E9%80%B2%E8%89%AF%E5%96%8A-%E6%88%91%E4%B9%9F%E6%98%AF%E5%8F%97%E5%AE%B3%E4%BA%BA-%E5%90%91%E5%BE%90%E8%96%87%E8%80%81%E5%85%AC%E8%B2%B7%E9%81%95%E6%B3%95%E9%9A%86%E9%BC%BB%E7%B7%9A%E6%9D%90-%E5%88%A4%E5%88%914%E5%80%8B%E6%9C%88-092252065.html
Hsu Wei’s Hsinchu branch sealed by court! CEO also asked employees to “front more than NT$1.7 million”; court ruling revealed
https://www.setn.com/m/ampnews.aspx?NewsID=1320604
9. Job Seeker's Insight
Job Seeker's Insight was founded in 2016 with the mission of “creating a positive cycle in the job market and making job vacancy information provided by recruiters more transparent.” It adopted a fully anonymous system, allowing users to view and comment on more than 700,000 companies across Taiwan and helping job seekers avoid exploitative bosses. However, after operating for one year, the company officially announced that it had decided to cease operations. At the time, many netizens expressed their regret, saying, “Taiwan’s conscience has ultimately collapsed.” However, the platform is still currently available and has not shut down.
It was highly recommended by netizens as useful: “Job Seeker's Insight is still more valuable as a reference, since it consists of people’s experiences after actually working there,” “Job Seeker's Insight contains the genuine experiences of people who have actually worked there,” “Job Seeker's Insight is closer to the truth,” “Job Seeker's Insight is very accurate; generally, if there are negative reviews, there are usually some issues,” “Judging from the reviews of my former company that I searched for on Job Seeker's Insight, they’re quite realistic,” and “Qollie is really super awesome.”
https://www.chinatimes.com/realtimenews/20230509003023-260405
9. Job Seeker's Insight
Job Seeker's Insight was founded in 2016 with the mission of “creating a positive cycle in the job market and making job vacancy information provided by recruiters more transparent.” It adopted a fully anonymous system, allowing users to view and comment on more than 700,000 companies across Taiwan and helping job seekers avoid exploitative bosses. However, after operating for one year, the company officially announced that it had decided to cease operations. At the time, many netizens expressed their regret, saying, “Taiwan’s conscience has ultimately collapsed.” However, the platform is still currently available and has not shut down.
It was highly recommended by netizens as useful: “Job Seeker's Insight is still more valuable as a reference, since it consists of people’s experiences after actually working there,” “Job Seeker's Insight contains the genuine experiences of people who have actually worked there,” “Job Seeker's Insight is closer to the truth,” “Job Seeker's Insight is very accurate; generally, if there are negative reviews, there are usually some issues,” “Judging from the reviews of my former company that I searched for on Job Seeker's Insight, they’re quite realistic,” and “Qollie is really super awesome.”
https://www.chinatimes.com/realtimenews/20230509003023-260405
【HR Q&A】Talents are constantly being poached by large companies—how can small companies retain them?
2022-08-11 932 views
Content source: 《When You Can’t Find People, Retaining Them Matters Even More》 event. Speaker: Dr. Lin Juan, cross-strait HR expert/consultant/lecturer. Compiled by: 104 HR Marketplace
Q: The company is small and therefore has fewer resources. It cannot compete with large companies in either talent attraction or compensation; even employees who have been painstakingly trained and become proficient may be attracted or poached by large companies, resulting in talent loss.
Faced with the challenges of small and medium-sized enterprises, what can they do to retain talent?
Lin Juan:
Most companies in Taiwan are small and medium-sized enterprises. Some SME owners or HR professionals believe that, compared with large companies, they lack name recognition, salaries are not high, and the job opportunities are not as attractive. Therefore, retaining talent is especially difficult.
I believe the key is still to understand what employees feel they need most from a company.
Some people choose SMEs because of their emotional culture. They feel that the boss is “very good to us,” “treats us like family,” and is even “very close to us.” In contrast, because large companies are bigger, management relies on systems, so they are less likely to place special emphasis on emotional bonds.
Supporting new employees
Emotional bonds alone are not enough. SMEs can also consider whether profit sharing could improve their talent retention rate.
For example, there is a very famous steakhouse in Taichung whose owner distributes 50% of the gross profit proportionally among the store manager, head chef, front- and back-of-house staff, and others. This gives employees the feeling that, although it is only a small company, they can earn more by working here than elsewhere and have greater room for salary growth.
In terms of external fairness, other companies in the same industry may not be able to offer compensation at the same level as this steakhouse. The owner is willing to share profits, allowing employees to see themselves as owners and to feel that they are working for themselves.
【HR Q&A】Talents are constantly being poached by large companies—how can small companies retain them?
2022-08-11 932 views
Content source: 《When You Can’t Find People, Retaining Them Matters Even More》 event. Speaker: Dr. Lin Juan, cross-strait HR expert/consultant/lecturer. Compiled by: 104 HR Marketplace
Q: The company is small and therefore has fewer resources. It cannot compete with large companies in either talent attraction or compensation; even employees who have been painstakingly trained and become proficient may be attracted or poached by large companies, resulting in talent loss.
Faced with the challenges of small and medium-sized enterprises, what can they do to retain talent?
Lin Juan:
Most companies in Taiwan are small and medium-sized enterprises. Some SME owners or HR professionals believe that, compared with large companies, they lack name recognition, salaries are not high, and the job opportunities are not as attractive. Therefore, retaining talent is especially difficult.
I believe the key is still to understand what employees feel they need most from a company.
Some people choose SMEs because of their emotional culture. They feel that the boss is “very good to us,” “treats us like family,” and is even “very close to us.” In contrast, because large companies are bigger, management relies on systems, so they are less likely to place special emphasis on emotional bonds.
Supporting new employees
Emotional bonds alone are not enough. SMEs can also consider whether profit sharing could improve their talent retention rate.
For example, there is a very famous steakhouse in Taichung whose owner distributes 50% of the gross profit proportionally among the store manager, head chef, front- and back-of-house staff, and others. This gives employees the feeling that, although it is only a small company, they can earn more by working here than elsewhere and have greater room for salary growth.
In terms of external fairness, other companies in the same industry may not be able to offer compensation at the same level as this steakhouse. The owner is willing to share profits, allowing employees to see themselves as owners and to feel that they are working for themselves.
【HR Q&A】Talented employees are constantly being poached by large companies. How can small companies retain talent?
2022-08-11 932 views
Content source: “When You Can’t Find People, Retaining Them Matters Even More” event. Speaker: Dr. Lin Chuan, cross-strait HR expert/consultant/lecturer. Compiled by: 104 HR Marketplace
Q: The company is small and has relatively few resources. It cannot compete with large companies in terms of either talent attraction or compensation. Even employees who have been painstakingly trained and brought up to speed may be attracted or poached by large companies, resulting in talent loss.
In the face of these challenges for small and medium-sized enterprises, what can be done to retain talent?
Lin Chuan:
Most Taiwanese companies are small and medium-sized enterprises. Some SME owners or HR professionals believe that, compared with large companies, they lack name recognition, offer lower salaries, and provide less appealing job opportunities. As a result, retaining talent is also very difficult.
I believe the key is to understand what employees feel they need most.
Some people choose SMEs because of their emotional culture. They feel that the boss “treats us very well,” “treats us like family,” and is even “very close to us.” In contrast, because large companies are bigger, management relies on systems, so they are less likely to place special emphasis on emotional connections.
Supporting new employees
Emotional connections alone are not enough. SMEs can also consider whether profit sharing could improve their talent retention rate.
For example, there is a very famous steakhouse in Taichung whose owner takes 50% of the gross profit and distributes it proportionally among the restaurant manager, head chef, front- and back-of-house staff, and others. This makes employees feel that although it is only a small company, they can earn more working here than elsewhere and have greater room for salary growth.
In terms of external equity, companies in the same industry may not be able to offer compensation at the same level as this steakhouse. The owner is willing to share profits, enabling employees to see themselves as owners and to feel that they are working for themselves.
【HR Q&A】Talented employees are constantly being poached by large companies. How can small companies retain talent?
2022-08-11 932 views
Content source: “When You Can’t Find People, Retaining Them Matters Even More” event. Speaker: Dr. Lin Chuan, cross-strait HR expert/consultant/lecturer. Compiled by: 104 HR Marketplace
Q: The company is small and has relatively few resources. It cannot compete with large companies in terms of either talent attraction or compensation. Even employees who have been painstakingly trained and brought up to speed may be attracted or poached by large companies, resulting in talent loss.
In the face of these challenges for small and medium-sized enterprises, what can be done to retain talent?
Lin Chuan:
Most Taiwanese companies are small and medium-sized enterprises. Some SME owners or HR professionals believe that, compared with large companies, they lack name recognition, offer lower salaries, and provide less appealing job opportunities. As a result, retaining talent is also very difficult.
I believe the key is to understand what employees feel they need most.
Some people choose SMEs because of their emotional culture. They feel that the boss “treats us very well,” “treats us like family,” and is even “very close to us.” In contrast, because large companies are bigger, management relies on systems, so they are less likely to place special emphasis on emotional connections.
Supporting new employees
Emotional connections alone are not enough. SMEs can also consider whether profit sharing could improve their talent retention rate.
For example, there is a very famous steakhouse in Taichung whose owner takes 50% of the gross profit and distributes it proportionally among the restaurant manager, head chef, front- and back-of-house staff, and others. This makes employees feel that although it is only a small company, they can earn more working here than elsewhere and have greater room for salary growth.
In terms of external equity, companies in the same industry may not be able to offer compensation at the same level as this steakhouse. The owner is willing to share profits, enabling employees to see themselves as owners and to feel that they are working for themselves.
104MarketplaceLogo
Log in
TOP
Labor Laws and Regulations
Recruitment and Selection
Digital HR
Employer Branding
Compensation Management
Performance Management
Training and Development
In-Depth Insights
Watch Videos
Find Events
fb
link
line
【HR Q&A】Constantly losing talent to large companies—how can small companies retain their employees?
2022-08-11 932 views
Content source: 《When You Can’t Find People, Retaining Them Matters Even More》 event. Speaker: Dr. Lin Juan, HR expert/consultant/lecturer specializing in cross-strait relations. Compiled by: 104 HR Marketplace
Q: The company is small and has relatively few resources. Whether in terms of talent appeal or compensation, it cannot compete with large companies. Even employees who have been painstakingly trained and become proficient are attracted or poached by large companies, resulting in talent loss.
Faced with the difficulties of small and medium-sized enterprises, what can they do to retain talent?
Lin Juan:
Most companies in Taiwan are small and medium-sized enterprises. Some SME owners or HR professionals believe that, compared with large companies, they lack name recognition, offer lower salaries, and do not have attractive job opportunities. Therefore, retaining talent is also very difficult.
I believe the key is still to understand what employees need most from the company.
Some people choose SMEs because of their emotional culture. They feel that the boss is “very good to us,” “treats us like family,” and is even “very close to us.” In contrast, because large companies are bigger, their management relies on systems and they are less likely to place particular emphasis on personal relationships.
Supporting New Employees
Emotional bonds alone are not enough. SMEs can also consider whether profit sharing could improve their talent retention rate.
For example, there is a very famous steakhouse in Taichung whose owner sets aside 50% of the gross profit and distributes it proportionally among the manager, head chef, front- and back-of-house staff, and others. This makes employees feel that although it is only a small company, they can earn more working here than elsewhere and have greater room for salary growth.
In terms of external equity, other businesses in the same industry may not be able to offer salaries at the same level as this steakhouse. The owner is willing to share profits, allowing employees to see themselves as owners and to work for themselves.
104MarketplaceLogo
Log in
TOP
Labor Laws and Regulations
Recruitment and Selection
Digital HR
Employer Branding
Compensation Management
Performance Management
Training and Development
In-Depth Insights
Watch Videos
Find Events
fb
link
line
【HR Q&A】Constantly losing talent to large companies—how can small companies retain their employees?
2022-08-11 932 views
Content source: 《When You Can’t Find People, Retaining Them Matters Even More》 event. Speaker: Dr. Lin Juan, HR expert/consultant/lecturer specializing in cross-strait relations. Compiled by: 104 HR Marketplace
Q: The company is small and has relatively few resources. Whether in terms of talent appeal or compensation, it cannot compete with large companies. Even employees who have been painstakingly trained and become proficient are attracted or poached by large companies, resulting in talent loss.
Faced with the difficulties of small and medium-sized enterprises, what can they do to retain talent?
Lin Juan:
Most companies in Taiwan are small and medium-sized enterprises. Some SME owners or HR professionals believe that, compared with large companies, they lack name recognition, offer lower salaries, and do not have attractive job opportunities. Therefore, retaining talent is also very difficult.
I believe the key is still to understand what employees need most from the company.
Some people choose SMEs because of their emotional culture. They feel that the boss is “very good to us,” “treats us like family,” and is even “very close to us.” In contrast, because large companies are bigger, their management relies on systems and they are less likely to place particular emphasis on personal relationships.
Supporting New Employees
Emotional bonds alone are not enough. SMEs can also consider whether profit sharing could improve their talent retention rate.
For example, there is a very famous steakhouse in Taichung whose owner sets aside 50% of the gross profit and distributes it proportionally among the manager, head chef, front- and back-of-house staff, and others. This makes employees feel that although it is only a small company, they can earn more working here than elsewhere and have greater room for salary growth.
In terms of external equity, other businesses in the same industry may not be able to offer salaries at the same level as this steakhouse. The owner is willing to share profits, allowing employees to see themselves as owners and to work for themselves.