Sources and scope
This page collects workplace experiences, questions and discussions submitted by users. Dates shown are submission dates, not periods of employment. Individual reports do not describe the entire company.
Read the community guidelinesColleagues are easy to get along with
The work is simple
The salary is only the minimum wage
You must work at least 2 hours of overtime for it to count toward overtime pay
The company only provides two uniforms at the beginning; afterward, you have to pay for them yourself
At first, a senior executive conducted the interview, asking what secret duties I had performed at my previous company, as well as about my experience related to information technology.
This company lacks harmony and feels very cold and quiet. The information technology position has been vacant for a long time.
It is currently being handled concurrently by someone from another department. There is no overtime pay or holiday bonuses, among other things.
I interviewed at this company. The office atmosphere seemed harmonious, but the manager said that employees need to meet with the president every day. The starting salary for three years of work experience is 30,000.
The president seems like a control freak.
None
It’s best to align your remarks with what your superiors want to hear (even if you can’t do it, you should still say you can). Also, it’s best not to upset the vice president; otherwise, they’ll say you’re unwilling to be taught and may tell you to leave early without warning!
During the interview, they said they required “efficiency,” “process simplification,” “quality improvement,” and “talent development”—because everyone who failed to do QC properly had been reprimanded and resigned. “Can you do it?” This official-sounding question is something I imagine every candidate with a high cost-performance ratio would answer: “Yes” or “I can do it”! That would guarantee being hired, but a hidden sloped pit (or rather, a quicksand pit) is waiting to make you slowly sink into it..........
Conclusion: People like Yan Song and He Shen would certainly thrive here.
“Efficiency”----
After they explain it today, they ask about the progress a month later, then shamelessly say it is very simple and could be completed in the time it takes to raise a hand, so why has it taken so long! (In reality, even with overtime every day, including holidays, it may take 4–6 months at the fastest to complete, and there are countless trivial matters during that period.) They even threaten you with disciplinary action.
Conclusion: Pretending to understand despite not understanding.
“Process simplification”----
It is normal for higher-ups to require only the result, but! Regardless of how attractive an apple looks on the outside, it may actually be rotten inside. It is fundamentally impossible to implement, yet they ask why it cannot be done even though no people or resources are available. If you tell the truth, you still get scolded, and they say you must complete it or face disciplinary action.
Conclusion: Other people’s children never seem to run out of lives to sacrifice.
“Quality improvement”----
When defects are discovered in the process (e.g., 27/300, a 9% defect rate), they ask why IQC did not catch them, making it seem very serious. After 100% inspection (including 5,000 pieces in stock), the actual result is 35/5,300, or 0.66%. Although suppliers should not allow defective products to escape, that is an ideal situation. If they also demand low prices and good quality, while the specifications require checking at most 25 pieces, how is IQC supposed to inspect them!
(The only options are to issue a nonconformity report requiring the supplier to improve its inventory and confirm quality before shipment, tighten IQC inspection for the next batch, and have production verify whether there has been improvement over 3–5 batches.)
Conclusion: God, please give me one of your hands and a pair of eyes so I can see everything clearly.
“Talent development”----
It would be understandable if nobody wanted to come work here, but they also demand that employees have a high cost-performance ratio. Once people arrive and see the disorder, endless miscellaneous tasks, and lack of systems, everyone leaves within a month. Those who stay really deserve thanks to heaven and earth. Talent development is fundamentally impossible; in the end, the only people left to train are foreign workers (who earn only the basic wage). Managing foreign workers is like commanding troops: one order, one action. If you explain too much, they simply cannot do it. When technical expertise is required, you have to do it yourself.
Conclusion: Please provide AI robots.
P.S. The boss is quick-tempered, and whether meetings go smoothly depends on their mood; otherwise, even someone lying down can be hit by stray bullets.
The vice president thinks they understand everything, refuses to admit mistakes, cannot clean up the messes they create, and when you help clean up, asks why it took so long.