台灣恩悌悌數據股份有限公司

Japanese-owned company

1. This is entirely a Japanese-style company with no benefits typically offered by foreign companies, let alone Golden Week or summer vacation.

2. The general manager has taken the cost-cutting mentality of Taiwanese small and medium-sized enterprises to the extreme, requiring employees not to focus solely on the Labor Standards Act or their own rights and interests, but to put the company first in everything. As a result, overtime is unpaid (you need the general manager’s approval before you can report overtime).

3. The general manager introduced an employee profit-and-loss system. Performance that should originally have been the responsibility of department managers is instead required to be shared by all employees. As a result, sales and consultants receive performance bonuses, while developers receive none at all. Although it was said that adjustments would be made at the end of the year depending on the circumstances, a certain department manager privately said that he alone decides whether a project is profitable (in other words, he alone decides your performance evaluation). Developers are therefore in a very disadvantaged position. Whenever performance targets are not met, the general manager will come to “show concern” and pressure you. For people who have received this kind of attention from the general manager, resigning is probably the only option.

4. If a certain department manager takes a dislike to you, no matter how much hard work and achievement you have contributed in the past, he can reduce your year-end performance evaluation to zero (because he alone decides whether a project is profitable), or dismiss you on the spot at a word, without giving any reason (illegal redundancy/malicious dismissal/unlawful termination).

5. There is no right to be offline after work; you have to be on call at all times. If you are called while offline, no matter how late it is, failing to respond will inevitably result in a public reprimand the next day.

6. There is serious buck-passing between departments. When the sales department cannot secure orders, it simply shifts the blame onto consultants in other departments. When consultants fail to clarify requirements during a project, causing delays, they shift the blame to developers. The hierarchy in this company is sales >> consultants >> developers. If you are a developer, you are destined to be at the very bottom, and any inexperienced consultant can shift the blame onto you.

7. During your employment, if you take on work outside your responsibilities—for example, if a consultant helps sales prepare a presentation—then preparing all future presentations, large or small, needed by sales staff becomes the consultant’s responsibility. If the consultant later does not want to help sales prepare presentations, they will be regarded as someone who does not identify with the company. As a result, everyone pushes work onto one another, afraid that taking on someone else’s responsibilities will increase their workload.

If you are considering joining this company, please read the points above carefully. Make sure you can accept the culture of this company before considering an interview or joining.

The HR staff were polite; nothing else.

This was by far the worst and most disrespectful interview experience I've had in over ten years, and I feel compelled to share it.

1. The job description was completely misleading, and the posting had been prepared carelessly.

I was contacted by the company for an interview. The job title suggested a PM/SA role in the R&D department, but the description mentioned backend programming in Node.js and DevOps installation and configuration (that is quite a broad scope...).

Worried that I might have been contacted by mistake and that we would both waste our time, I called HR first to confirm. They said the department manager had reviewed my résumé, so there should be no problem; I didn't need to be proficient in programming, only able to communicate effectively.

I still went to the interview with an open mind.

During the interview, I asked whether the role was more focused on SA or PM, but they replied that it was actually more like a Product Manager role requiring an understanding of the market.

It was roughly half project management and half product management.

Although I was full of questions, I set that aside and shared my past projects during the on-site interview.

The interviewer also admitted that the job description was written that way because they had not had time to update it.

Because my impressions of HR and the interview were not bad, I agreed to a third-round interview.

2. Senior management was extremely self-important, disrespectful, and disparaging toward other companies.

To begin with, HR called on the day of the interview to change the time at short notice, and I cooperated because the HR representative was polite.

To cut to the conclusion: I clearly stated that my previous roles had been PM/SA, but the senior manager bluntly said, “You are not the person we are looking for.”

After being torn apart for about five minutes, I left; HR asked someone to escort me out. Heh.

During those five minutes, the questions were mainly about BD-related matters, such as the revenue of my past projects and how they were promoted.

If sales figures and business performance are important, the position should clearly be advertised as Product Manager—or even BD/BA.

As soon as I entered, the senior manager was already very rude, asking what my previous company did.

They then looked up my previous company on their phone. I professionally explained what kinds of systems and projects we had worked on.

They immediately interrupted and asked, “Has it gone live? Is it internationalized? Did the annual revenue reach 100 million?”

The most disrespectful part was that, while I was explaining two or three systems one after another, they directly concluded that the work had no value and would not succeed.

I do not need to defend my former company's projects, but neither will I disparage projects I once worked on.

Positioning a software product and establishing a successful business model are difficult, but every product development effort I have gone through involved dedication and hard work.

Successful products require teamwork and division of responsibilities. Regardless of any grievances I may have as a former employee, I would not, on moral grounds, directly judge whether projects developed by another company have value.

I feel this reflected an extremely self-important attitude that showed disrespect toward both the interviewee and other companies.

I suggest that the company reach an internal consensus before opening a position.

Otherwise, it is truly just a waste of everyone's time.

And please show some restraint in your words. Every industry and business owner has their own values.

There is no need to make unwarranted comments about other industries.

The colleagues and supervisors in the department are all easy to get along with.

Many consultants work overtime on weekdays and weekends, and may not even be able to claim overtime.

Some PMs are practically nonexistent, resulting in clients making excessive demands and exhausting the consultants.

The company has everyone share responsibility for meeting the performance targets, even though we’re not in sales. Each project takes roughly the same amount of time, so how many projects can a consultant actually handle in a year? I don’t believe many consultants can reach that performance target.

No wonder the turnover rate is so high. After all, the company relies on National Central University to provide a new batch of people to be worked to the bone every year.