格蘭英語_格蘭事業股份有限公司

Overall, the only advantage is the colleagues (but not all of them; the supervisor whose name starts with J is a good person, but also very strict). HR is also very kind. Other than that, you have to watch out for informants around you.

Let me first describe the situation at this company from when I joined until I left (specifically regarding the northern region).

There are almost no students (at the northern branches). They are mostly students left over from enrollment in previous years. However, the current group of junior managers in visible positions do not have the ability to recruit students, and their recruitment ability is extremely poor. They will even set off firecrackers and celebrate extravagantly just because a new class has opened, among other things that are simply astonishing. For newcomers, you must have both the ability and the luck to demonstrate short-term explosive performance. The big boss is an unreformed traditionalist whose thinking is still stuck forty years in the past. You must take his ideas into account to achieve your goals (the two are often contradictory), while also resisting performance pressure from headquarters and constant policy changes.

Grimm’s teaching materials are outdated. After joining, they will brainwash you by telling you that materials that were written well do not need major revisions and only require detailed modifications. This has resulted in Grimm’s outdated materials today. The boss’s son finally produced something resembling a supplementary test book, but it was still riddled with errors because of the people at headquarters. Teachers are constantly reporting errors in the new materials, unclear images, and improper labeling.

At Grimm, some very senior teachers have a title called “Teaching Consultant.” Officially, they are supposed to help teachers at various branches improve their teaching skills, but some of them do absolutely nothing. They collect consulting fees, yet provide no help with demonstration classes or other school activities—not even assistance. Some consultants who do occasionally want to help teachers still instruct you using methods from 40 years ago. Their unbelievably lofty airs make it impossible to see any sense of approachability expected from teachers at children’s English cram schools; their sense of distance is even greater than that of some teachers who travel around teaching classes. They think that simply playing games in class makes their teaching innovative and up to date. They refuse to learn, use, or improve upon things that other systems have long overused. If you propose anything, the top boss will scold you for neglecting your proper duties and fooling around.

This boss also likes calling people into meetings. During the meetings, you will hear him use personal insults such as “bastard,” saying things that are of no help whatsoever (and most of the time, these are problems caused by decisions he himself made recklessly or by the messes created by his so-called “elite” in the past). It is not really a meeting; it is just listening to him vent his emotions. Content that could be resolved in one hour will take about six hours because he wants to lose his temper, reminisce, talk about his theories from 40 years ago, and vent by insulting people (meaning you should have a very strong bladder).

At Grimm, even if you work in academic affairs, you still have to bear performance pressure when the school does not have enough students. Because you are in academic affairs, you are expected to produce results; because you are in academic affairs, you are also expected to recruit students to attend classes. What classes they take is not important—as long as students come in.

The boss is two different people in public and private. In front of the teachers, he pretends to be a good person and lectures them with the image of a wise old man. In private, however, he is someone who curses during meetings and cannot tolerate advice that is unpleasant to hear. Besides dealing with the big boss’s personal dramas and emotions, you must also contend with a small number of incompetent managers who have nothing but words. When they tour the schools, they simply wander around, look at things, say what they think is bad or inadequate, and then give a pile of suggestions from 40 years ago. They also tell you about how they used to do things and how capable they were back then, and so on, before leaving behind astonishing opinions or instructions. Once you actually follow them and the student enrollment or performance is poor, you must be prepared to be scolded by the big boss, because the person who toured the school will simply ignore you and say that you misunderstood what they meant at the time.

In short, if you are new to the cram-school industry and have a better opportunity, take it. If you do not have a better opportunity, use this company to build your résumé.

But if you are an experienced teacher, academic-affairs manager, front-desk admissions staff member, or school-operations manager from another system, I strongly recommend against it, because it will absolutely shatter your worldview.

The work uses electronic whiteboards—everything is digitized, and anything you can think of has been digitized. If you have something to take care of during work, you can use compensatory leave.

The bonuses for the three major festivals are only 500, and there are no gifts. The year-end bonus is less than one month’s salary. The northern team led by founder Su is conservative and traditional. For English and after-school tutoring teachers, you have to be assigned enough students before you can earn more; otherwise, it’s only 28,000. However, during the four years from joining to leaving, I received a salary of 30,000 for fewer than five months in total. The pay is low, while there is a lot of work, and it is complicated. On the one hand, employees are brainwashed into believing that having many people means they will earn more and can become managers, but they never recruit enough people to reach those figures. As a result, employees leave every month and new employees join every month. Founder Su has never considered the needs of frontline employees, let alone the group of managers under him. Is it possible to make money there? It is—provided that you are capable enough to manage more than 40 people; for English, it’s 100 people. Is it suitable for young people to tough it out? No. They are just exploitative bosses.

None

Many.

The interview process is divided into three parts:

The first part is an aptitude and logic test, along with filling in basic information.

The second part is an interview with the department manager: Throughout the interview, the department manager did not mention the company or the position being interviewed for at all; instead, they kept asking the candidate to talk about their educational and work experience. They also repeatedly interrupted the candidate while they were speaking, making the candidate feel disrespected.

Of course, candidates should do their homework before attending an interview, but there is a lot of information that cannot be found through job banks or websites, right? Isn’t it also necessary to provide an appropriate introduction? Is the job content really limited to what is listed on the job bank?

Before fully explaining the responsibilities of the position, they kept asking what the candidate could bring to the company. Why not first explain what qualities are needed for this position?

The third stage is an interview with the boss: They asked detailed questions about the reasons for each time the candidate had changed jobs, and did so in a very humiliating manner, for example: “Was it because you lacked the ability and were forced to leave?” and “Or was it because you didn’t put in enough effort, which led to this result?”

Everyone has their own strengths. Is there really a need to humiliate people like this? If you are all so capable, why do you still need to hire people?

Is it really that difficult to respect every candidate?

None

I once went to Xindian School for a written test and a teaching demonstration, and prepared a whole bunch of materials. I encountered an arrogant middle-aged female manager who looked disdainful and even interrupted me. She said something like, “If there is a second interview, we’ll contact you within five days,” and then there was no follow-up. It was a waste of my time. I’m already a current teacher, and I don’t think my teaching or test performance could have been that bad. It’s only children’s English—what’s there to be so arrogant about? What else can you children’s English teachers do in the future if you stop teaching children’s English? Your English proficiency isn’t that good either.

There are no advantages.

It’s as bad as it can possibly be.

Glenn has a department called Business Development.

Basically, the boss completely neglects this department.

At one point, a total of four employees left within just one month, and part-time workers were treated as full-time employees. The supervisor was incompetent, once refused to provide maternity leave, fired a part-time worker without cause, and shifted all the blame onto the subordinates who trusted her the most. Moreover, with bad examples set by those above, those below follow suit: a new employee even tried to take the gifts intended for children. In addition, they apologize to parents and directors every day. Instead of calling it the Business Development Department, I think it would be faster to call it the Apology Department. :) Also, the entire environment at Glenn is like a game of spy versus spy; for all you know, there could be a mole right beside you.

Illegal: No overtime pay, and no time off on statutory holidays; they treat the law with contempt.

Culture: They do not respect employees and have no training system; they are hidebound and reinvent the wheel in isolation.