旺矽科技股份有限公司

The restaurant is good, the benefits are decent, and although it is not the highest-paying place and the work involves machine-floor units, the purely technical supervisors are nice and there are things to learn.

The atmosphere is not good and it does not feel like a large company; it feels very strange. Everyone keeps chanting slogans, making it feel like a cult. They say they encourage people to raise issues, but when issues are raised, nothing improves—in fact, they even make you prove that there is a problem.

The R&D engineers are all doing assistant-worker tasks, and there is no longer any serious training for newcomers, so think carefully before joining. I suggest that newcomers not be bound by the so-called idea that they must work here for three years first. If there is nothing to learn at the company, it is better to leave early.

The work is somewhat aimless and busy for the sake of being busy; everyone is putting on an act, yet there are many problems.

If it is a manufacturing company and there are cameras on the production line, that is understandable, but installing cameras for surveillance in an R&D laboratory is somewhat pathological.

The food is tasty, but it gets tiresome after eating it for a while. If you’re short on money, it’s also difficult to go out to restaurants on holidays.

1. As mentioned in an article below, the deputy department head is truly toxic and a huge red flag. I have never encountered anyone with such a terrible and flawed personality (their legends are widely circulated among colleagues).

2. The deputy department head fabricates false rumors and gets his people to spread them. As long as someone learns of this false information, the deputy department head finds out who has been privately communicating with whom and then starts targeting you (for being close to him). He makes the environment toxic all by himself, and then openly tells you that he will not change. It should be said that some supervisors will start collecting gossip for the deputy department head, and some even look through Lync conversations after employees leave (gossip is submitted to the emperor). It is truly unbelievable. This person also occasionally appears beside you while you are working. In order to collect information, even colleagues will tell you to be careful.

3. Many employees who left in the past had recordings, and current colleagues also discuss him constantly. He himself does not even know what the people he trusts around him say about him. However, these people can only compromise because of their jobs and income. In the end, everyone becomes like him, and the entire team has no cohesion at all. To fit in, you have to play the emperor (deputy department head) game. Long live the emperor, long live the emperor, long live the emperor.

This is purely a personal experience shared; everything stated is factual.

The company has good policies, pays salaries and bonuses on time, and has a suggestion box.

A certain supervisor at the new X plant is terrible. They engage in verbal, personal, and threatening attacks, claiming that they are trying to motivate employees, but this is already completely illegal, and they themselves do not even realize it. Freezing pay, cutting bonuses, deliberately claiming that there was no output, denying your efforts and achievements, yelling in the office, isolating people, and various other petty actions are all terrible. The above are all based on personal experience.

Summary: The company is good, provided that you encounter a "normal" supervisor.

Previously, I worked in LEDA equipment operations. That place is a good training ground for fresh graduates. If you haven't figured out what you want to do in life yet but are interested in the equipment industry, you can come here to learn.

For a fresh graduate, overall, the pros and cons are about average.

It is a responsibility-based system with no overtime pay. RD salaries should be lower than those on the production line; when projects are busy, the hourly wage can be lower than the FamilyMart next door.

There is a lot of room for improvement in how supervisors lead people and in their management styles.

The extent of pay raises depends on ability and how much the supervisor favors you.

There are too many redundant employees. Those who take their work seriously will work endlessly. However, if this is just a stepping stone, the extra hardship may be worthwhile—but don't keep yourself busy for no reason.

The benefits are very good.

The HR staff at the Zhonghe plant are friendly and professional.

The base salary for graduates with bachelor's degrees from private universities is so low it could make you cry.

This company does not differentiate between top- and lower-tier private universities when setting salaries. Graduates with bachelor's degrees from private universities should think twice.

I don't know the salary for graduates with master's degrees from private universities, so I won't comment.

The company benefits are not bad: a 25,000 travel allowance, plus all three meals provided and a housing allowance.

The starting salary is low, and work assignments are poorly handled, with multiple chains of command—you never know whose instructions to follow.

I clearly applied to be an RF engineer, but after joining, I was assigned to the Manufacturing Department. Sometimes I was treated as a PE, and other times as a test engineer. The department head is someone who does not communicate with subordinates at all and prioritizes their own opinions. The engineers below can only follow orders, and when something goes wrong, the blame is pushed onto them, with the claim that the report was unclear and that they must bear responsibility. The supervisor has an extremely inflated sense of self, creating a distorted culture in which unit members like to pressure newcomers into treating them to meals, manufacturing the illusion that R&D employees earn very high incomes and causing manufacturing staff to repeatedly expect newcomers to pay for them. The supervisor takes the high-speed rail back to Taoyuan at 5:30 every day and does not care about the workload or mental well-being of the R&D staff below.

The company benefits are good.

It is a good place for self-improvement.

The SOPs in the circuit board design department are extremely unclear and change constantly. When changes are made, the people responsible even deny having issued the instructions. There are almost as many managers as staff in the department, and over the past year and a half, nearly 50% of employees have resigned or taken leave of absence. Employees on leave have also indicated that they do not intend to return to the department after their leave ends.

The scope of work is broad. Although the main focus is outsourcing, all product categories (MLO/MLC/VPC/CPC) must be handled. Supervisors from any team can manage engineers on other teams at any time, and the deputy director (who also serves as the department manager) also intervenes in management. As a result, engineers often receive conflicting instructions while carrying out their tasks.

Training for new employees is very poor. Employees are expected to arrange their own training courses inside and outside the company. After employees request training, the managers deliberately assign projects or use excuses to obstruct them. After obstructing them several times, they criticize the employees for lacking ambition and for being unwilling even to arrange their own professional development.

Team leaders (section managers or deputy managers) are unwilling to answer team members’ questions. When handing over work, employees ask whether there are any special design requirements, but the managers do not respond. Only when the design is completed or nearly completed do they complain to the deputy director that the team member failed to follow the rules and demand revisions. After the revisions are made, however, the customer criticizes them for not having those rules, and the managers remain silent and pretend nothing happened. Some resources are available only through the managers. When people below raise questions or requests, the managers still do not respond. When engineers eventually find information and solve the problem on their own, the managers criticize the solution for not having been approved by the unit supervisor, then immediately stand up and call the deputy director, claiming that the engineer acted on their own. Team leaders also often complain to the deputy director that the people below them can never be trained properly and that they have to cover everything and everyone. They like prying into people’s privacy and then presenting employees’ personal affairs to the deputy director as prized conversation topics.

During interviews, the deputy director likes to use bonuses and overtime pay to negotiate salaries, but later says that bonuses are additional rewards and that employees should be grateful if the company is willing to give them anything. During regular work, he loves to conduct “briefings” and requires everyone to put down their work and listen. These briefings often last two to three hours; on the longest occasions, they have lasted the entire afternoon and even past the end of the workday. Under these circumstances, it is genuinely difficult to write the daily work report. If another department calls to discuss work during a briefing, the employee may be reprimanded afterward for talking for more than five minutes. The content of these briefings is often extremely negative—for example, he periodically reminds everyone that bonuses are related to performance and the boss’s ratings, says that no one would want them even if they left because their work abilities are so poor, and claims that the department director strangely allows other units to attempt to replace our unit, among other things. The situation has caused some employees to suffer nervous-system dysfunction due to immense stress. When they tried to discuss not making the department atmosphere so negative, he said, “If you’re sick, go see a doctor yourself. What does that have to do with me?”

He likes collecting evidence against employees, or luring employees into creating such evidence, and even fabricating it. He then uses it several times during “briefings” to humiliate employees. Before humiliating them, he tells them to keep quiet and not speak. After humiliating them several times, he self-hypnotizes himself into treating nonexistent events as facts and even reports them to the department director, complaining that good employees are difficult to find.

When he wants to smear someone, he does not formally assign them cases. Instead, he tells them to support others and then claims that the person has produced nothing. Someone once advanced seven or eight cases on the same day, but in reality only one was listed under her name. He deliberately said during a briefing that “someone” did not seem to know what they were busy with all day and that, despite having only one case, they still reported overtime. During briefings, he is afraid of being recorded, so he does not name anyone directly. However, he deliberately mentions certain minor details to make everyone infer whom he wants to humiliate, while specifically claiming that he is not referring to anyone in particular.

After driving so many employees to resign, he continues his smear briefings, often saying how terrible the employees who resigned were. He continues mentioning employees who left years ago and occasionally reminds everyone how he will respond when people change jobs in the future and prospective employers call to inquire about them.

The managers often come over to employees and tell them to open an email. Employees must type exactly what the manager dictates, word for word, and then send it under the employee’s name. If the email causes trouble, he tells outsiders that the employee replied on their own and that, by the time he saw it, the email had already been sent and it was too late. He also strongly dislikes employees having harmonious working relationships with his department and will deliberately sow discord among employees within the department.

Human Resources discovered two years ago that there were problems in this department, but no corresponding measures have yet been taken. As a result, people have continued taking leave or resigning over the past year and a half, causing the workload of those who remain to become increasingly heavy...

Comprehensive employee benefits (meals provided, housing allowance, travel allowance)

Management needs to improve how they treat employees and is unwilling to advocate for subordinates. A responsibility-based system, but no overtime pay.

The company benefits are fairly comprehensive, but there’s almost no opportunity to work overtime in this position, so you can only earn a fixed salary each month.