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Looking back on that period, I truly feel that my initial enthusiasm was ironic. For the sake of those rigid performance targets, I was still replying to messages in the middle of the night and even personally delivering goods to customers’ homes. During the campaign transition period, the pressure was so intense that I even dreamed about work while sleeping; if I had an idea in the middle of the night, I would wake up with a start and rush to prepare a POP proposal. We on the front line fought for this place as if it were our own business, but what support did the company give us? There were countless issues at the company, yet we could never find anyone responsible for handling them, and every department just passed the buck. Customer service was like an invisible person and never coordinated with us, leaving customers to vent all their anger at the front line. Every day, we had to clean up after decision-making mistakes while doing everything possible to placate customer complaints. Not to mention the frequent product stockouts—we were not even given the most basic ammunition, yet they still expected soldiers to charge into battle? After we finally used our blood, sweat, and tears to restore the brand image, which had been severely damaged by policy mistakes, performance declined, and senior management simply dumped all the blame back on the front line. They even completely reshuffled the existing management team and parachuted in a senior executive with no practical ability who only knew how to curry favor with superiors. As a result, this executive, simply because she wanted to seize power, tried to replace most of the staff with obedient little rabbits recruited by herself.
What is truly intolerable is having to chase up bonus payments and additional overtime pay every few days, and then calculate each item ourselves to check whether it is correct. When will it ever end? And I was not the only one whose payment was withheld. I really do not know whether this was a problem with the personal ability of the HR manager, who had supposedly worked at your company for several years, or whether it was because your maternal-and-infant brand company was in financial trouble.
After going around in circles, we ended up back at the overtime hours that this bizarre HR employee had calculated incorrectly the first time. I simply cannot understand why, after I checked and recalculated them with her, I had to waste whose time and effort in the process. I calculated the amount and gave it to you—I even did your job for you. As the HR manager, are you really acting like an HR manager?
An endless cycle of reading messages without replying; whenever they could not win an argument, they would just mark the message as read and ignore it. I have truly never encountered such an absurd and ridiculous company!
What was even more disheartening was that, because so many employees had resigned and there were severe staffing gaps, they secretly plotted behind the scenes: “Let her stay here and hold things together for now; once we have hired enough people, we’ll kick her out.” They treated other people’s contributions like disposable chopsticks—using them as cannon fodder when convenient, then scheming against them once they were no longer needed. Their behavior was so ugly that it was laughable. Because of those words, I finally made up my mind to let go of all the effort I had invested and leave this absurd place!
It wasn’t a particularly high salary,
nor a glamorous title,
but a place where promises could be kept,
and hard work could be seen.
Some companies teach you skills;
some companies teach you judgment.
And that experience,
at the very least, taught me the latter.
After leaving that company, I kept thinking about one question:
Does a person stagnate because they lack ability, or because their environment makes effort feel meaningless?
The biggest problem with that company was not that it was busy, nor that the pressure was high.
It was that there was almost no system in place.
A lot of things were “agreed upon” at first, but then would slowly disappear into thin air.
For example, the terms discussed at the beginning:
that salary would be adjusted based on performance after the probationary period,
or that a reasonable salary review would be conducted after a year.
These things were said very naturally during the interview, making it seem that the company at least had basic planning in place.
But it was only after actually joining that I discovered these promises were often just temporary reassurances.
Whenever a salary adjustment was brought up, HR and the manager would almost always give the same set of responses:
“We need to observe a little longer.”
“The budget is a bit tight right now.”
“The boss is still evaluating it.”
The strange thing was that the scores my manager gave me in performance evaluations were almost always very high,
often above 90.
But whenever it came time to actually discuss salary, the matter would get stuck in an endless loop.
It was either a budget issue or a need for further observation.
It felt as though everything was trapped in an endless “wait a little longer.”
In the end, the raise that had originally been promised was delayed for nearly half a year.
When it finally appeared on my payslip, it amounted to only one or two thousand dollars.
The most ironic part at that moment was not the amount.
It was that the entire process was presented as some kind of “favor.”
It was as if the company had made a tremendous effort for this adjustment,
and they would even casually tell you:
“The boss is actually giving you an opportunity to learn.”
“You should be grateful that the company is willing to nurture you.”
And this so-called “nurturing” usually came with something else—the scope of the job would quietly begin to expand.
Beyond the original duties, you would take on a few more tasks,
and become responsible for a few more things.
It was as if, alongside the salary adjustment, a new list of duties had been quietly attached.
I actually thought about it for a long time during that period.
It wasn’t that I was unwilling to learn, nor that I was unwilling to take on more responsibility.
But I gradually came to understand one thing:
A truly healthy workplace does not package fair compensation and respect as “favors.”
Learning is mutual,
and so is growth.
If an environment can only keep itself running through “gratitude,”
that often means the system itself has already become unbalanced.
After leaving, I actually felt more at peace.
Because that experience made me more certain about what I expect from work:
Very good at painting a rosy picture—you’ll be so full you won’t have to worry about going hungry.
Give you candy, then slap you in the face.
If they like you, they’ll add NT$5,000 to your salary; if they don’t, they’ll throw a resignation form at you to sign.
The company policies change once a month, letting you enjoy being tormented every month.
Overall evaluation: Please think carefully before applying.
There is a significant gap between management and the actual work environment.
Everything below is based on what I personally experienced during my employment, provided as a reference for job seekers who are currently looking for work.
1. When management encounters problems, they often don’t solve them—they simply “leave them there.”
Some of the company’s problems did not just start happening recently, but management did not actively address them. Over time, frontline employees were left to figure things out for themselves.
What is most exhausting is not the amount of work, but this:
Someone is responsible for doing the work, yet no one is truly responsible for solving the problems.
When problems arise, there are sometimes situations where supervisors do not understand what is happening on-site, and even when asked, cannot provide clear answers.
If you expect a work environment where supervisors lead the team in solving problems, be sure to ask plenty of questions during the interview.
2. Ask clearly about management-level employees’ abilities and actual responsibilities during the interview
Some of the company’s management appointments have left many employees puzzled.
When a manager is expected to take responsibility for team management, performance, and problem-solving, what employees actually care about is not whether the supervisor has a good personality, but:
When a problem occurs, can the supervisor actually handle it?
If frontline employees still have to handle everything themselves in the end, then the purpose of having management positions is worth questioning.
3. You really should ask clearly about staff turnover
During my employment, staff turnover was clearly noticeable.
There are currently many vacant positions. Will you be unreasonably asked to support other branches?
If you are interviewing with this company, I strongly recommend asking directly:
“Why did the previous employee in this position leave?”
“How many people have left this department within the past year?”
“How many people are actually on the team right now?”
“Has there been a large amount of staff movement recently?”
Don’t just listen to “Our company is very stable” or “Everyone left because of career planning.”
Ask for yourself and make your own judgment.
4. Policies and actual implementation may be two different things
Some policies look complete on paper, but there may be many problems when they are actually implemented.
For example, matters related to scheduling, leave, overtime, and annual leave may be handled differently in practice from what employees originally understood.
What you need to ask is how things are actually implemented.
A colleague once needed to take bereavement leave, but was refused and asked to make adjustments. LOL.
The bonus system may be changed every month, and positions may be adjusted once every three months.
5. If you care a lot about a supervisor’s management ability, you really should think twice
Hard work is not frightening.
What is frightening is having to clean up every day after problems that management failed to handle, and then still being held responsible for the results.
⸻
For those considering applying
If you are looking at this company, I sincerely suggest:
Don’t look only at the salary and job description.
Ask more questions during the interview, learn more about the current state of the team, and you can also look into what happened to the employees who previously held this position.
If you place a high value on stability, policies, management, and clear work boundaries, my personal advice is to look at more companies first and not rush to accept.
You have the right to choose a place worth working for.
You can search on Dcard: “Mommy’s Buddy,” a well-known Taiwanese mother-and-baby brand, and “workplace ghost stories”—you’ll discover more details.
A quality controversy-stirring company~
Many people only saw the outcome after the incident erupted, but very few knew that the problem had already existed from the moment the decision was made to publish the video.
What shocked me most was not the video content itself, but that the entire decision-making process had almost no professional oversight.
Before the video was officially released, the company did not consult legal counsel, seek medical advice, or ask any professionals in relevant fields to verify the content. There was no risk assessment, no fact-checking, and even less a complete data-verification process.
The basis for the decision was simply a video of unknown origin found online.
There were no academic sources, no medical research, and no publicly available information from authoritative institutions to support it.
For many points, they could not even clearly explain the most basic sources of their data.
Even so, the video still received the green light all the way through.
The most ironic thing was that, on such a significant issue, no one seriously asked a single question:
“Was any of this actually supported by evidence?”
At the time, there were three main decision-making bodies within the company.
After the incident erupted, most of the people who should have been responsible for management and risk control chose to remain silent.
And the only person who continued speaking out was not reviewing what had happened, but constantly finding excuses for the wrong decisions.
So after the first wave of controversy emerged, a nearly delusional collective atmosphere began to take hold inside the company.
Some said:
“People simply don’t understand what we’re trying to express.”
Some said:
“They’re all haters.”
Some even confidently declared:
“People will definitely support us later.”
As if labeling all criticism as coming from haters would make the problem disappear automatically.
But reality soon provided the answer.
As more and more professionals publicly raised questions, and even specialists in the relevant fields began speaking out in criticism, the focus of outside discussion was no longer emotion, but whether the content itself had any professional basis.
The answer was obvious.
It did not.
And it was at this point that the company released a so-called official statement.
After reading it, many people were even more bewildered.
There was no formal approval.
No responsible person had signed it.
There was no information that could represent the company’s official position.
Yet it asked the public to believe that it was a responsible official response.
Even more astonishingly, despite the controversy continuing to rage, some people inside still believed:
“This is our own platform. It was meant to be written for people who support us.”
As if a dissenting opinion did not count as an opinion.
As if questioning the company made someone a hater.
As if disagreeing with the company constituted a malicious attack.
Most absurdly, when the matter had escalated to the point that professionals were criticizing it one after another, the focus of internal discussion was not how to review the content, but how to sue the people who criticized it.
As if the problem had never been whether the content was wrong.
But rather why anyone else dared to say they were wrong.
By the end, everyone knows how things turned out.
Looking back on the whole affair, my strongest feeling is not actually anger.
It is a sense of powerlessness.
Because what is truly frightening has never been making a mistake.
It is a group of people who have clearly seen the problem, yet still refuse to admit that there is one.
When no one in a company dares to tell the truth.
When differing opinions are treated as betrayal.
When professionalism loses out to saving face.
When questions are labeled as coming from haters.
Then a crisis is really only a matter of time.
What truly pushes a company into crisis has never been criticism from the outside.
It is that even when all the evidence is right in front of them, there is still no one inside willing to step forward and take responsibility.
A battlefield of life where every day means engaging in office politics and trying to please supervisors. They like to publicly criticize everyone’s performance and call employees late at night to check on them.
This company loves operating in the gray areas.
1) Employees are required to “clock out first, then continue working.”
Whenever there is inventory counting, closing, or restocking, supervisors require everyone to clock out on time first, but then continue working after clocking out.
These hours are not counted as working hours at all, and there is no overtime pay or compensatory leave.
2) Using leave taken as a reason to reject overtime applications
If the workload is too heavy and overtime is needed, supervisors say:
“Didn’t you take family-care leave/sick leave before? These are tasks you were supposed to do yourself. If you can’t finish them, you can’t apply for overtime.”
In the end, employees still have to finish the work after hours, but it is not counted as working time.
3) Supervisors engage in workplace bullying, but the company deliberately does not address it
A colleague once submitted concrete, well-documented evidence, including text and images, to headquarters, including the HR manager, business supervisor, and owner, but they often pretended not to see the messages.
It was only after someone mentioned filing a complaint with government authorities that they showed a slight response, but there was no genuine improvement in practice.
4) Cross-regional support requires more than two hours of commuting, yet no transportation allowance is provided
After a district supervisor drove away nearly everyone in that district, they kept ordering employees from stores in other counties and cities to provide cross-regional support.
The one-way commute takes at least one to two hours, but there is absolutely no transportation allowance.
Those who refuse are also subjected to nagging or pressure.
5) Public holidays are often omitted from schedules and not made up later
The schedules often omit the public holidays employees are entitled to.
If an employee does not calculate the days afterward and only discovers the missing holidays the following year, the company says: “You didn’t notice it yourself, so it can’t be made up anymore.”
They completely shift the blame onto the employee.
After the probationary period, the head office offers a half-hour massage, but they won’t proactively tell you about it unless you ask. The available times are always the ones left over after everyone else has chosen.
You can’t feel any respect for people here. They always make you figure things out yourself, expect you to create something out of nothing, and find ways to bully and exploit new employees. They expect newcomers to do more and take on more responsibility, while the senior employees themselves actually can’t do it either and only want to shift the blame.
No wonder someone leaves every so often; sometimes more than three colleagues leave on the same day.
During the interview, I thought it seemed pretty good;
but after starting work, I found out that what the previous employees wrote here was all true.
In practice, the female manager responsible for HR simply passes everything down to others. She doesn’t know or understand anything when asked, and when someone submits a resignation, she unprofessionally says things like: “I didn’t hear you,” “I’ll pretend I didn’t know,” and even, “I don’t agree…”
Legally, “resignation is a notification,” not something requiring “approval.” The female HR manager is extremely unprofessional! She only wants to deceive people in all kinds of illegal ways 🤥
A senior colleague in a certain department often angrily scolds new employees and frequently says: “That’s something you’re supposed to do. I don’t know!”
But in fact, it’s something they should be responsible for…
Negotiate the salary as hard as you can. You may be able to negotiate a monthly salary slightly higher than your current one, but the overall annual salary is much lower than at your current job. The benefits and leave are also very limited, because the company only does the bare minimum required by law in every respect—nothing more…
During my time at this company, having it on my résumé even made interviewers at other companies snicker…
For the reason, Google: “Mommy feeding controversy.”
If I could do it over, I absolutely would not come work here or leave this kind of experience on my résumé, so please consider carefully before joining.
The strongest internal friction, with a bunch of incompetent managers who don't live up to their titles
I once encountered a rather “special” senior colleague in a certain department.
She habitually referred to herself as an “assistant manager” in external emails, but in reality, the boss had long since demoted her to senior specialist. Her position in the workplace was highly contradictory—she appeared highly authoritative on the surface, yet whenever she actually needed to take responsibility, she was always the first to pass the blame, pushing problems onto other people or departments.
Several times, whenever new employees had just joined, she would rush to display her “managerial presence.” Many tasks that should have been handled by her were instead casually dismissed with a sentence like: “I don’t know. That’s your responsibility—figure it out yourself.” Watching the newest employees being forced to take on tasks she was unwilling to handle, I wasn’t angry at the time, but confused: Why could a senior employee who wasn’t a manager behave this way? After so many years without improving her abilities, was that really okay?
The same was true for new product launches and marketing-related cases. Even when matters were outside her expertise or had nothing to do with her, she would, in order to save face, have the boss step in on her behalf and direct his anger at innocent new colleagues. At that moment, I deeply realized for the first time: Some people pursue not what is right or wrong, but a sense of superiority.
Her pattern was exactly the same when working with vendors. Even when the terms were extremely unfavorable to the company, all she did was repeatedly emphasize, “It’s urgent, we’re in a rush, sign it quickly—the boss said so.” She was polite and considerate externally, yet domineering internally. This stark contrast made me understand even more clearly: People who lack ability often use their attitude to conceal their insecurity and fear of being replaced.
You can practice being shameless and developing the ability to shirk work, and you can also learn the highest level of accomplishing things with nothing but talk.
If you want to experience a “happy company,” you absolutely have to come work here—you’ll find that just about any company you go to afterward is a happy company.
1. As soon as you join the company, they use the excuse that you have no relevant “industry” experience to hire you at a salary far below the market rate. After you join, however, they constantly say that you have done these things before and have experience in the relevant business, then dump all kinds of work on you that does not fit the position. If they expect employees to use their past experience to take on work that the supervisor should be doing but cannot, shouldn’t they offer an appropriate salary? Before you join, they repeatedly emphasize that your salary will be adjusted after the probation period. Once you join, if you don’t ask about it, it simply never happens.
2. The supervisor has no professional ability and makes the people underneath do everything. No one knows whether the work is done correctly or incorrectly, because the supervisor doesn’t know either. The supervisor’s most classic line is, “I don’t need to know how to do these things; I just need to manage you.” When a decision needs to be made, all they can do is tell you, “Do whatever you think is best.” It is utterly absurd.
3. The division of work is unclear, and you are expected to do things outside your area of expertise. The reason given is that this unit used to handle them. Then work is always assigned to the same few people. Even when they are overwhelmed, the work is never redistributed to others. The workload distribution is severely unequal, and the supervisor’s reason is, “I feel more at ease having you do it.”
4. Whenever the boss and the supervisor have a meeting, the supervisor always pulls someone from below into it, because if they went in alone, they would not understand what was being discussed. They either do not listen to or do not understand the decisions made at the meeting, then, when it is time to carry them out, they scold people and ask who authorized our unit to do it.
5. The higher your ability, the lower your salary. Pay is inversely proportional to ability but directly proportional to seniority. Therefore, anyone with some seniority is considered to have special skills and can ignore all kinds of errors in their work—or simply has no idea where the errors are.
6. When you want to resign, you must not talk to the supervisor first. During the conversation, they will express all kinds of pleas for you to stay, understanding, and willingness to discuss things. But after leaving the meeting room, they will go around telling others that the work cannot be adjusted and that you said you would resign. What is even more absurd is that, in reality, the supervisor wanted to force their own work onto you, and you said you would consider resigning because you refused and stated that you could not handle the workload. They twist this into saying that you would resign if the work could not be adjusted.
The above is only the tip of the iceberg. If life is too boring, come experience it—this place is more professional than a haunted house at an amusement park.
To provide some background first, I originally had no particular intention of documenting this company. However, thinking back on the interview process, and after later seeing some news reports, I felt it might still be useful to share this for everyone’s reference.
News review:
https://geneonline.news/媽媽餵-事件全紀錄：從母乳宣導到品牌危機的七十/
https://dailyview.tw/popular/detail/32451
At the time, someone from HR conducted the interview and asked about:
・Zodiac sign and blood type
・When I planned to have children
・What my husband did for work—they were very concerned about prospective employees’ future plans
After the interview, the other party even called again specifically to ask me to guarantee that I would not apply for parental leave.
Impression: You have to figure out the systems on your own, and there is relatively considerable room for independent work (but ultimately, all decision-making authority rests with one person).
The company has been operating for 20 years and says, “Come and help us build the benefits system together,” but in practice there are almost no benefits; they seem to like having people come in to work like slaves.
The workload seems relatively heavy, and flexibility is very limited.
Later, I noticed that because of the controversy the company had been involved in a while ago, it might have been unable to recruit people, so it listed headquarters positions under the name of a postpartum care center to attract job seekers.
You can also check the Ministry of Labor’s relevant records of legal violations (details: the Ministry of Labor’s Search System for Businesses/Employers Violating Labor Laws and Regulations).
Related products have been fined for violations (for details, please consult the FDA violation inquiry system). The entire company is full of questions.
This is just for everyone’s reference; remember to ask more questions and confirm details carefully during the interview.
In the end, I was hired. The salary in the offer was below market rates and did not reflect my education and work experience! When I received the offer, I genuinely felt that this company did not respect job seekers at all—they only wanted to trick someone into joining first and asked me to report early as soon as possible to hand over the work.
If, after reading the information above, you still think, “Maybe I should give it a try,” I sincerely wish you the best and hope your experience is better than mine 🙂
Most commutes to and from work are on time.
Work-related LINE messages still come in during lunch breaks or after work, and basically there is no way to claim overtime.
The female HR manager likes to pretend to be friendly and chatty, but when asked about actual procedures or labor law issues, she often cannot answer or offer solutions. She also frequently uses misleading rhetoric on new employees, saying that doing more means learning more. She even finds excuses to pass tasks she cannot do, does not understand, or does not want to do on to new employees. However, when there is credit to take, she is always first in line; when something goes wrong on her watch, she shifts the blame to subordinates or others. She often procrastinates, compressing the time available for other people to complete their work, and is also very good at pushing tasks onto others. She is only afraid of people who are assertive or who understand the law and insist on arguing their case based on facts.
The internal employee turnover rate is high, and most employees have very short tenures. Work procedures often lack SOPs, and handovers are not thorough. Even when asking the person who previously handled the work and was supposed to hand it over, you still cannot get an answer; they act as if it is only natural that you should figure everything out yourself. Asking other people who have handled the work will often result in answers such as: “I’m not sure,” “I don’t know,” or “I learned it myself and figured it out on my own.” Some people also bully new employees by pushing tasks onto them, shirking responsibility, or speaking harshly to them.
Only after joining did I learn that the so-called benefits were actually very limited. During the interview, I asked about the three traditional holiday benefits, but the female HR manager only gave a vague, evasive answer, saying that they increase or decrease depending on revenue and may consist of gift certificates or gifts, without being able or willing to clearly state a specific amount. Only after joining did I find out that there were actually just small Mom’s Touch company gift certificates, and that the amount received is further divided according to length of employment. The gifts in the year-end raffle are also company products.
Finally, all the thoughts in my heart can be summed up in one sentence: If I had come earlier to read the comments from former employees on Tianyancha, I probably would never have considered joining this company at all.
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After experiencing it yourself, you will know that the comments below should all be based on real events. Do not assume that these comments are all about things that happened a long time ago—similar incidents are still happening, and staff turnover is extremely high.
If you encounter anything that violates the law, it is recommended that you directly collect evidence, take screenshots, record audio, and report it! First, there are no professional quality-control personnel or standard procurement procedures (there is only a product department, but they do not understand the relevant product regulations, advertising regulations, or labeling requirements). Furthermore, although this is a mother-and-baby industry, there is no concept of gender equality or workplace bullying. I have seen several people being given a hard time when returning from leave, and being asked about their marriage and childbearing plans during interviews. Reporting these issues to HR is useless. In addition to not understanding or complying with various labor-related laws and regulations, the female HR manager also specializes in blocking employee benefits. All I can say is that the top management’s way of doing things and the quality of HR really do affect the entire corporate culture. I suggest the company seriously consider whether it really wants to continue having people like this serve as managers.
Apart from 30 minutes of massage each month, there are basically no benefits to speak of. The employee welfare committee is also monitored. The three major holidays come with only a small Mama & Baby gift voucher, and the “occasional company gatherings” listed on 104 never happen at all. When you ask about benefits during an interview, the answer will be, “You can come up with ideas after you join,” but all you can do is imagine them.
The higher the salary someone has in the company, the more they tend to coast, shirk responsibility, and pass off work. Then, because turnover is so high, whenever a problem arises, the people who remain can only answer, “No,” “I don’t know,” “That’s not my job,” “It was the previous person’s problem,” “It’s not my problem; it’s all their problem,” or “You have to figure it out yourself.”
If you really want to join this company, be aware that HR really likes to offer below-market pay, and there are no regular annual salary adjustments. The Lunar New Year reopening red envelope is also fixed at $200 ^_^
As long as you gain the recognition of senior management or your supervisor, your approach is likely to be seen as thoughtful and your performance as excellent.
If your ideas differ from those of your supervisor, you may face some pressure or become the subject of discussion. Some arrangements are decided at the last minute, and you are generally expected to handle the follow-up yourself. When expressing your opinions, you are often seen as “complaining” rather than engaging in a discussion of the issue, so communication can be challenging. The team culture can easily lead to the formation of cliques, and the way you take leave or perform may sometimes also be subject to comment.
Summary:
This environment is more suitable for people who can withstand considerable informal pressure and are willing to adapt to a strong interpersonal culture.
The advantages are that you leave work on time and the salary is okay.
When you resign, you don’t need to hand over your work. You only need to write a list, and you don’t even need to say who it is being handed over to—you immediately become invisible.
You can perform however you want! A layperson can manage professionals, as long as the boss likes you! It’s completely possible.
You only need to keep the boss happy.
●The atmosphere in the company is very strange—quiet, gloomy, and almost completely silent. If you suddenly have any changes in your situation, someone will be monitoring you at all times.
●They don’t like colleagues having lunch together（it may be about the same as spreading an evil cult）. Most survivors bring lunchboxes and eat at their desks.
●There is a superficial culture: listen to what the old-timers say—don’t take leave（not even ordinary annual leave）, and don’t eat breakfast（a colleague has been reprimanded by the boss for this）.
●Another quite strange thing is that the boss doesn’t like having managers and really likes to do everything personally. You do whatever you’re told! The division of authority is unclear; different departments can also cross departments to interfere in your work. Human Resources is basically just decoration, and any response is completely futile.
●The job description posted on 104 is completely different from the work you actually do after joining.
●If they like you, they put you on a pedestal; if they don’t like you, they throw you aside and turn you into an invisible person.
●The boss is very insecure and opens the conference-room door at the drop of a hat（not only the boss—other managers do this too）to see exactly what everyone is doing.
●They change people’s seats and the organizational chart at the drop of a hat（about once every 2–3 months）, promoting people and then throwing them back down（without notifying them in advance at all）.
●The boss does not value each person’s expertise. When someone resigns, there is no need to hand over their work; you only need to write a list, and you don’t even need to say who it is being handed over to. Once, when a manager resigned, five people were called in to divide up the work. There is no dedicated person responsible for it! You do whatever you’re told～
●There’s too much to write. I originally didn’t want to write anything, but I still need the points～
The supervisor is very good at using surveillance cameras; it seems to be their only specialty.
Anyone who enjoys being watched and listened to should definitely go experience this reality show.
The worst company I've ever worked for
Without a doubt
The company’s definition of resilience under pressure seems to be enduring colleagues undermining each other. The managers offer little that makes people want to follow or learn from them. The desirable positions are already firmly occupied, leaving little room for development. Most importantly, the salary, bonuses, and benefits are nothing particularly special. If you have somewhere else to go, it is definitely worth going.
I encourage everyone to apply for an interview and work here—such a unique place shouldn’t be something only we have seen and experienced firsthand.
2024 — A conscience compels me to offer some insight into a place where one can witness the depths of human nature:
1. The sales department oversees all sales staff. The senior manager has been the same person for roughly the past five or six years. The department then brought in a mid-level manager for the northern region, who has also remained the same person for the past one or two years and has since become the sole senior figure in that role. This northern-region mid-level manager inexplicably controls and dictates the work of mid-level managers from other regions who have been there longer, becoming second only to the top manager and superior to everyone else. So don’t imagine that the incidents shared here will simply be over if the manager changes.
2. After looking at genuine customer feedback and seeing products repeatedly discounted, as well as the previous promotion of similar prepaid stored-value schemes, one can only conclude—after the northern-region mid-level manager personally explained and demonstrated the brand’s products—that these are outdated sales tactics from who knows how many years ago. They are enough to completely eliminate people’s interest in and desire to purchase the brand’s products. Their ability to make people lose interest rather than become invested, and to extinguish enthusiasm completely, is truly extraordinary—helping people skip considering an entire brand, saving both worry and money.
3. The northern-region mid-level manager, like the senior manager, is not the type of person characterized by fairness, openness, or strong moral integrity. Their manners and treatment of others do not reflect the etiquette or emotional intelligence expected given their age and experience, and their business-related qualities are not particularly evident. When problems arise, they do not primarily consider the company’s greatest overall interests, instead focusing on personal likes, dislikes, and emotions, and on protecting and advancing themselves. Basic managerial qualities such as vision, communication, and leadership are difficult to see. Ultimately, whenever they feel someone is difficult to control or poses an excessive threat to their sense of security, they resort to fabricating things out of nothing, blowing minor matters out of proportion, and portraying black as white. They play the victim, complain to supervisors, and then get foolish people to help them stand up for themselves. One can only wonder how many female supervisors they have handled this way. Based on actual experience, it can also be inferred that they use the surveillance cameras in each store—not only to watch staff, but also to listen to them.
4. Google reviews were originally filled with negative feedback. Customers mainly complained about product quality and origin, gift redemption, sales service, and customer service issues. This year, however, the company seems to have made a special effort to completely overhaul its Google ratings, with five-star reviews appearing that are rarely even seen at international five-star hotels.
5. Human resources is extremely diligent and seems to proactively invite applicants for positions where staffing shortages repeatedly occur. At the same time, it has maintained tight control over the employer-centered reviews on 104. Looking closely, all of them are company-verified, and reviews below five stars cannot appear.
The sales department’s salaries are not particularly competitive from an outsider’s perspective, yet it has an unusually closed-minded, formulaic, and exclusionary atmosphere. Joining the company may make people wonder whether they have traveled through time back to the Qing dynasty to act out a comedic version of *Scarlet Heart*.
People are petty and narrow-minded, whispering and gossiping, and collectively firing at shadows whenever they see one. In practice, the organization operates much like a boss who has to whip people before they move. It is actually easy to get by, but outsiders are told that it is difficult. It lacks etiquette and proper upbringing, yet is very familiar with workplace bullying. The mid-level manager has little concept of hygiene and sprays saliva while speaking, making this arguably one of the strangest spectacles in the mother-and-baby industry in the post-pandemic era.
Occasionally, one has to listen to the senior manager make a few supposedly humorous, sarcastic remarks about the boss, including comments about the boss’s marriage, driving, and running a business. They sound pointless and somewhat grating, yet on the surface this person is always obsequiously deferential to the boss. The ultimate conclusion from firsthand experience is that this person is insincere, improper, and ungrateful.
Expressing an opinion will be summed up as opposition, while observing and learning will be described as having no opinion. If you join the company without bowing and scraping, smiling ingratiatingly at everyone, acting like a clown, and putting on a monkey show—or without degrading yourself in this way to actively fit in—you will be judged as disliking the brand.
They personally interviewed and decided to hire people, yet easily listen to malicious gossip and slap themselves in the face with all kinds of excuses. A brief visit here provides firsthand experience of all kinds of bizarre stories involving contradictions, absurd reversals, and constant fickleness.
If you ever have the opportunity to understand how the senior manager and the northern-region mid-level manager actually conduct themselves, you will sincerely admire the boss for being such a kind, brave, extraordinarily philanthropic, and financially powerful person.
Learned to become self-reliant and stronger, and realized that it wasn't me who was incapable—the company was.
The guaranteed bonus for the first three months after a new hire joins is acceptable.
When it comes time to attribute sales performance, if it's a toxic location with a bad atmosphere, you can just leave.
I heard that I was the only one personally interviewed by the regional supervisor; previous applicants were interviewed by the store manager or the store's own employees.
I suspect sales were probably low, so they tried to make up for the lack of staff to see whether they could increase revenue.
However, the company basically does not promote itself, so awareness and customer traffic are limited. Under these circumstances, having tourists make purchases and generate revenue is practically impossible.
There were often only 2–3 customers in a day, with the lowest daily revenue being a dismal NT$700.
They claim to operate as a team, but in reality, the atmosphere is entirely individualistic.
The store manager kept saying that he and his colleagues would exchange sales credit with each other.
But he never actually did that. He only claimed to be united when excluding you; in reality, if you gave him sales credit, he would forget to return the favor. It simply didn't work—it was just a way to make new hires curry favor with him.
The store manager not only could not do his job, but also constantly entered accounts incorrectly and miscalculated money. He did not know the company's policies or regulations when asked, and told me to ask headquarters. After I did, I was accused of deliberately overstepping my authority.
Whenever something went wrong, he shifted the blame onto me, and was even criticized by the regional supervisor for evading responsibility 🥲
When I had reported something to the store manager, he said I should have reported it but had failed to do so and had deliberately concealed it. He did not know how to protect his subordinates.
He had very poor emotional control and often brought his personal emotions to work,
or directly argued in the company group chat.
It was invariably all for the sake of becoming the top salesperson.
If he wanted you to resign, he would complain to you that the store had performed so poorly last year that there was no year-end bonus.
Or he would spend all day making personal calls in the store, saying that he was going to be replaced, or complaining that he was paid only NT$3,000 in store-manager allowance and did not want to do such exhausting store-manager work.
Then why not just stop being the store manager? You take the allowance and still complain, don't do your job, and constantly enter accounts incorrectly, causing inventory discrepancies—what exactly are you even here for? 😅
The company also frequently makes last-minute arrangements for employees to travel to other counties or cities to exchange experiences and learn.
However, when the purchased tickets need to be refunded or changed, the company refuses to cover the refund or exchange fees, requiring employees to bear them themselves.
The store manager was able to become store manager because everyone else was driven away by him, including me. I was already the third person.
At present, the company has no plans to hire more staff for this store. I suspect this is probably because sales and customer traffic cannot be increased.
Learn to lie
If you are thinking about interviewing at Mamaway, please read this carefully. First of all, the performance pressure at Mamaway is extremely high. They completely fail to take into account that we are now in an era of declining birth rates. Performance targets only keep getting higher, and no one even knows what they are based on. They are so high that it is basically impossible to receive a bonus. On top of that, you cannot trust your coworkers too much. They may seem friendly to your face, but talk badly about you behind your back. Some longtime employees are also very good at abusing special privileges. When longtime employees make mistakes, they cover for one another or act as if nothing happened, but when a newcomer makes a mistake, they act as if it were a matter of life and death and give you a hard time at every opportunity! Mamaway’s products are worth buying, but should you work there? I sincerely advise some unsuspecting “sheep” not to go to Mamaway and wear yourself out.
The only good thing is that nobody likes working overtime, so people almost always leave work on time.
Job responsibilities: Completely different from the job description posted on 104 and discussed during the interview. After joining, you do whatever the boss feels like asking you to do. Although it appears to be a large company on the surface, it has absolutely no real systems or structure—what the boss says goes, and even supervisors are unable to help you.
Work environment: Very poor. No cleaning staff are hired to clean regularly, so employees have to sweep the floor themselves. When I first arrived at the company, there was a pile of hair on the floor next to my desk, and the entire desk was covered in dust.
The atmosphere among colleagues is very unpleasant.
Benefits: Small company gift vouchers are given for the three major holidays, and you are expected to use them to buy the company’s products?? There are no other benefits, such as snacks or company dinners.
I previously posted an anonymous negative review of the company on 104, but it was deleted! I hope everyone can see my opinion here.
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If you want to experience a job where you lack confidence and feel stressed, you can come here.
You constantly have to act as an online troll to manipulate reviews, which feels terrible.
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Making empty promises, and the performance pressure is very high. Targets are set high and monitored very closely in all sorts of ways. We often have to attend meetings across different counties and cities, only to talk about the same things—there’s not much point, and we still get criticized. If performance is poor, we get harshly reprimanded. The boss is emotional and constantly changes decisions.
Employees are not respected, and it is unclear what the evaluations are based on. In any case, even if you perform very well, the year-end bonus is still terrible. Some managers are very calculating, so be careful~
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You have to buy your own uniform as soon as you start working. It’s ridiculously expensive, and the subsidy is only a little over 1,000, which basically amounts to subsidizing just one pair of pants.
You’re constantly told to post articles online as an internet shill. It’s absurd. Every week, there are different Facebook groups and online forums where you have to write positive things about the company. They even make spreadsheets explaining how to fill them out and recommend products.
Nowadays, whenever I see positive reviews online, they all feel like they were written by employees.
They keep saying that this job offers opportunities to learn and helps mothers, and that it’s fulfilling work. In reality, it’s just a way to make money—there’s no need to dress it up as something so noble. They make it sound as if this is the only company in the world that truly cares about mothers. What a joke.
There’s no overtime pay either. You can’t turn customers away even when they stay until very late, but the extra time doesn’t count as overtime because apparently your sales performance is your overtime pay. What if you encounter customers who don’t buy anything? Do you work for free?
They always make the job sound wonderful, but in reality, it’s brainwashing—brainwashing employees and customers by scaring them about how difficult it is to care for children and telling them they must use these products to do it properly. What a joke. They even claim they’re doing good deeds and helping these mothers.
You get harshly reprimanded in meetings. There’s a lot of pressure in relationships between coworkers, and every bit of performance is scrutinized. They talk about team performance, but in reality, it’s individual performance. The private messages are full of negativity and make the whole place feel toxic.
Learned about maternal and infant care
The list of drawbacks is endless. Employees are required to act as online promoters, posting and replying in various Facebook groups and making forum posts. There is also tremendous pressure in dealing with colleagues. When I applied, the supervisor said it was a team-based position, but it actually turned out to be an individual-based one. When performance is poor, everything you say is wrong, and you may even be mocked behind your back. After joining, I kept hearing headquarters say that employees at other branches had received NT$80,000, but I never received anything. They constantly said that the service industry does not pay as generously as their company, but it was all talk with no real benefit. Every day we had to fill out forms until the figures were inflated, and we also had to travel to stores in other counties and cities for “交流” (exchange). Even though the pandemic was so severe, we were still required to go. It felt like the company completely disregarded employees’ health and safety. Turnover was very high, and there was a major gap among company employees: most had either been there for less than a year or for six or seven years or more. The training was terrible; they just kept pushing products while brainwashing us into believing that we were helping and benefiting mothers. It was ridiculous.
After leaving, I felt free, and my stomach stopped hurting after I left this terrifying company.
P.S. A former colleague said the year-end bonus was terrible.
Learned knowledge about mothers and babies
They constantly change your assigned work location and may send messages late at night asking you to travel across counties or cities the next day for “educational exchange.” After meetings, supervisors relentlessly monitor performance.
The performance targets are absurdly high and essentially unattainable. They also require employees to meet designated targets to receive bonuses—extremely stingy.
You are also expected to use your personal time after work to act as part of an online promotional team. About 95% of the online recommendations for Mamaway are fabricated promotional posts.
If you are thinking of applying just to give it a try, you can forget about it—unless you have extremely high stress tolerance and can accept a supervisor constantly breathing down your neck.
You can learn a lot about childcare.
The pay is very stingy. The year-end bonus is only a few thousand dollars, and the commission is also very low, so it is basically impossible to reach the performance targets. The pressure is also very high, and every so often you are called back to the head office for meetings. Even when you are on leave, you still have to attend meetings.
Even after work, you still cannot relax. The supervisor keeps messaging and bothering you, there are a lot of company matters to promote, and you are even expected to act as an online shill to defend the company on Facebook and Dcard.
The company has a bizarre evaluation system in which you have to rate your own colleagues, but the ratings are not anonymous, creating a very poor working atmosphere.
The coworkers are difficult to get along with; everyone makes snide remarks and likes to mock others.
The company is very “fair”: it constantly praises people with good performance, and coworkers like you too. Once your performance starts declining, the company will pick on and scold you for no reason, and you may also be transferred between stores and sent all over the place. The store manager and supervisor will look at you with contempt.
Simply put, unless you are exceptionally mentally strong, can withstand enormous performance pressure, tolerate superiors who make sarcastic remarks and love to scold people, and happen to have no financial need whatsoever, you can consider applying.
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They want to treat employees like an all-you-can-eat buffet, taking advantage of them for free, and their attitude is terrible. They’re beyond just being a stereotypical exploitative boss. Job seekers are advised to beware!!
Just an interview, so I don't know.
Why exactly do we have to attend some kind of training camp from morning till night when it hasn't even been confirmed that we'll definitely get the job???
And even if we go, we still might not get the job.
Calling on anyone who's been there to enlighten me.
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The boss is authoritarian. Even if employees who have worked there have fought for the company for more than three years, the boss will fire them whenever he wants, without any mercy.
Salaries are determined by how much the boss likes each employee; a high salary does not mean the person knows how to do the job.
The maternity allowance and maternity subsidy listed on the recruitment website are simply the two months of maternity benefits from Labor Insurance. Maternity leave pay is legally required under the Labor Standards Act anyway, yet all of these are listed as company benefits, which is quite laughable.
The holiday gift voucher is just a NT$1,000 Mamaway voucher that can only be used to buy the company’s products—or to receive slow-moving inventory that the company cannot sell.
On the surface, it is a large company, but in reality it has hardly any systems or policies. The boss has the final say. The benefits only meet the minimum requirements of the Labor Standards Act; sorry, there is nothing extra. It operates under a responsibility-based system. Typhoon days are unpaid: if you have annual leave, a day is deducted from it; if you do not, money is deducted from your pay. If the rain is not too heavy during a typhoon, supervisors will be asked to send LINE notifications telling all employees to come back to work.
Employees are occasionally asked to provide support on holidays. There is no overtime pay, only compensatory leave—only compensatory leave, only compensatory leave—for example, when taking inventory in the warehouse or supporting large-scale events. Employees at headquarters are expected to provide support unconditionally. The contradiction is that the boss does not like employees taking leave, and will still bombard them with relentless LINE messages while they are off.
On the surface, the employees appear to get along well, but in reality they are constantly scheming against one another. You have to be careful what you say to avoid being stabbed in the back. When problems arise, everyone passes the buck and no one takes responsibility.
No need to clock in or out at headquarters.
It’s essentially a responsibility-based system. Headquarters has a bunch of crappy assignments, doesn’t respect professional expertise, and handovers are a complete mess—practically nonexistent. When someone leaves, they just spend money to hire a replacement, and new employees are left to fend for themselves.