俊良貿易股份有限公司

The company is about a three-minute walk from Exit 1 of Xingtian Temple Station. That is its only advantage.

The company is located in an old building, and the entire floor is occupied by this company. At the beginning, applicants are given a logic and mathematics test: three pages of questions to be completed within 23 minutes, followed by a spot-the-error test that takes about five minutes. I later asked the supervisor about the purpose of the test. The supervisor said it was intended to test the interviewee’s logical reasoning... If elementary-school questions such as the classic chickens-and-rabbits problem can also test logic... the implications speak for themselves; draw your own conclusions.

The written test and interviews (with HR, the department supervisor, and the boss’s son, an assistant general manager) took approximately three hours in total to complete. I have never had such an exhausting interview, and HR did not notify me in advance. At the end, HR arranged a second interview with the chairman for the following week. However, when I arrived on the day of the second interview, HR first asked whether I was still interested in the position, then said they had not told the chairman about the second interview, and that the chairman was still resting at around 10 a.m. and it would be inconvenient to disturb him... WXX??? If you did not want to conduct the interview, you should not have arranged a second interview and wasted my time. Do you really think you can fool a three-year-old with an excuse like that??

This is 100% a Taiwanese company and family business. Aside from the chairman, assistant general manager, and general manager (the chairman’s son-in-law), the entire office is made up of female employees. They also completely disregard interviewees’ time. As long as you do not appear very eager to join the company, they will dismiss you quickly.

Only try it if you are really short of money and very obedient....

The team as a whole is relatively stable, with many experienced colleagues. Everyone’s work rhythm has become fairly established, although each day can still be different. For newcomers, although questions are verbally encouraged, there is actually limited room for error during the learning process, so they may need to grasp all the details and procedures within a short period of time.

The work itself is relatively changeable because the overall production process relies almost entirely on external resources. Managing and communicating with outsourced vendors therefore becomes particularly important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period of time, making the challenge greater for newcomers who are still learning the processes and building relationships.

Because the manager is busy with business matters and frequent external interactions, they are often unable to provide specific, timely assistance, offering mostly guidance on direction while leaving the details of execution to be worked out independently. Cooperation within the department also tends to involve people working independently. Although everyone respects one another, practical support is relatively limited. Since the manager has long-standing relationships with various partner organizations, coordination is relatively smooth; however, newcomers or colleagues who have not yet established their networks may feel a certain disparity in this regard.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be challenging. As for related allowances or institutional arrangements, those vary from company to company, so I would rather not comment further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I would like to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many senior colleagues. Everyone’s work rhythm has become fairly well established, although you could also say that every day is different. For newcomers, although they are verbally encouraged to ask questions, there is relatively little room for error in practice. They may need to grasp all the details and processes within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external vendors particularly important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period of time, which can make things more challenging for newcomers who are still learning the processes and building their professional network.

Because of the supervisor’s heavy workload and frequent external interactions, they are often unable to provide specific, immediate assistance, offering mostly guidance on direction while the details of execution still need to be worked out independently. Cooperation within the department also tends to involve people working relatively independently. Although everyone respects one another, practical support is relatively limited. Since the supervisor has longstanding relationships with multiple partner organizations, coordination is relatively smooth; however, newcomers to the workplace or colleagues who have not yet established their network may feel a certain gap in this regard.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be challenging. As for related allowances or institutional arrangements, those vary from company to company, so I would rather not comment further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many senior colleagues. Everyone’s work rhythm is already fairly established, though each day can still be different. For newcomers, although they are verbally encouraged to ask questions, there is relatively little room for error in practice when learning. You may need to grasp all the details and processes within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external vendors especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of the relevant experience consists of tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building relationships, the challenge is comparatively greater.

Because of their busy workload and frequent external interactions, supervisors are often unable to provide specific, timely assistance. Their support is generally directional guidance, while the details of execution still need to be worked out independently. Cooperation within the department also tends toward independently handling tasks. Although colleagues respect one another, practical support is relatively limited. Since supervisors have long-standing relationships with various partner organizations, coordination is comparatively smooth; however, newcomers or colleagues who have not yet built up their networks may feel a certain gap as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be quite challenging. As for related subsidies or institutional arrangements, those vary depending on each company’s style, so I would rather not comment further.

Overall, it was an experience that helped me grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many experienced colleagues. Everyone’s work rhythm has become fairly established, though one could also say that every day is different. For newcomers, although they are verbally encouraged to ask questions, the actual margin for error during the learning process is relatively small. They may need to grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external vendors especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period of time, which makes things relatively more challenging for newcomers who are still learning the processes and building relationships.

Because of their busy workload and frequent external interactions, supervisors are often unable to provide specific, timely assistance. They mostly offer guidance on direction, while the details of execution still need to be worked out independently. Collaboration within the department also tends to involve people working independently. Although colleagues respect one another, practical support is relatively limited. Since the supervisor has longstanding relationships with various partner organizations, coordination is relatively smooth; however, newcomers to the workplace or colleagues who have not yet established their networks may feel a certain gap as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, making overall time management quite challenging. As for related subsidies or institutional arrangements, these vary depending on each company’s style, so I would rather not comment further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many experienced colleagues. Everyone’s work rhythm has become fairly well established, although one could also say that every day is different. For newcomers, although they are verbally encouraged to ask questions, there is actually relatively little room for error during the learning process. They may need to grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources. Managing and communicating with external partners therefore becomes especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period of time, which makes the challenge considerably greater for newcomers who are still learning the processes and building relationships.

Because the manager is busy with business matters and frequent external engagements, they are often unable to provide specific, timely assistance, and generally offer only guidance on overall direction. The details of actual execution still need to be worked out independently. Cooperation within the department also tends toward independent work. Although everyone respects one another, practical support is relatively limited. Since the manager has long-standing relationships with various partner organizations, coordination is relatively smooth. However, newcomers or colleagues who have not yet built up their own professional networks may feel a certain gap in this regard.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can be quite challenging. As for related subsidies or institutional arrangements, these vary according to each company’s style, so I would rather not comment further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many senior colleagues. Everyone’s work rhythm has become fairly established, although one could also say that every day is different. For newcomers, although questions are verbally encouraged, there is actually little room for error during the learning process. You may need to grasp all the details and procedures within a short period of time.

The work itself is relatively dynamic because the overall production process relies almost entirely on external resources, making the management and communication of external vendors especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over time, so the challenge is relatively greater for newcomers who are still learning the procedures and building their network.

Because of the supervisor’s busy workload and frequent external interactions, they are often unable to provide specific, timely assistance, offering mostly guidance on direction while leaving the details of execution to be figured out independently. Cooperation within the department also tends toward independent work. Although colleagues respect one another, practical support is relatively limited. Since the supervisor has longstanding relationships with many partner organizations, coordination is relatively smooth; however, newcomers or colleagues who have not yet established their networks may feel a certain disparity as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, making overall time management a significant challenge as well. As for related allowances or institutional arrangements, those vary by company culture and are not convenient to discuss further.

Overall, it was an experience that enabled rapid growth and self-challenge, while also helping me clarify the work culture and environment I would like to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many experienced colleagues. Everyone’s work rhythms have become quite established, though each day can still be different. For newcomers, although they are verbally encouraged to ask questions, there is relatively little room for error in practice when it comes to learning. They may need to grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external partner vendors particularly important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building relationships, the challenge is therefore relatively greater.

Because the manager is busy with business matters and frequent external interactions, they are often unable to provide specific, timely assistance, offering mostly guidance on direction while leaving the practical execution details to be figured out independently. Collaboration within the department also tends toward relatively independent work. Although colleagues respect one another, practical support is relatively limited. Since the manager has longstanding relationships with multiple partner organizations, coordination is comparatively smooth; however, newcomers or colleagues who have not yet established their networks may feel a certain gap as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, making overall time management a considerable challenge as well. As for related allowances or policy arrangements, those vary according to each company’s style, so I will refrain from commenting further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many senior colleagues. Everyone’s work rhythm is already quite established, although one could also say that every day is different. For newcomers, while asking questions is verbally encouraged, the actual tolerance for learning mistakes is relatively low. You may need to grasp all the details and processes within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external contractors especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building relationships, the challenge is correspondingly greater.

Because the manager is busy with business matters and frequent external interactions, they are often unable to provide specific, timely assistance, offering mostly guidance on direction while leaving the practical execution details to be figured out independently. Cooperation within the department tends to involve largely independent work. Although everyone respects one another, practical support is relatively limited. Since the manager has longstanding relationships with various partner organizations, coordination is relatively smooth. However, newcomers or colleagues who have not yet built up their networks may experience a certain disparity as a result of this convenience.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be quite challenging. As for related allowances or institutional arrangements, those vary from company to company, so I would rather not comment further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many experienced colleagues. Everyone’s work rhythm has become fairly well established, although one could also say that every day is different. For newcomers, although they are verbally encouraged to ask questions, there is relatively little room for error in practice when it comes to learning. They may need to grasp all the details and processes within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external partner vendors particularly important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period of time, which makes the challenge relatively greater for newcomers who are still learning the processes and building their networks.

Because of their busy schedule and frequent external engagements, supervisors are often unable to provide specific, timely assistance. Most of their guidance is directional, while the details of actual execution still need to be worked out independently. Cooperation within the department also tends to involve people working independently. Although colleagues respect one another, practical support is relatively limited. Since the supervisor has long-standing relationships with many partner organizations, coordination is relatively smooth. However, newcomers to the workplace or colleagues who have not yet built up their networks may feel a certain gap as a result of this advantage.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, making overall time management a significant challenge. As for related allowances or institutional arrangements, those vary depending on each company’s style, so I would rather not comment further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It varies from person to person.

The team as a whole is relatively stable, with many senior colleagues. Everyone’s work rhythm has become quite established, although each day can still be different. For newcomers, although they are verbally encouraged to ask questions, there is relatively little room for error in practice when it comes to learning. They may need to grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external partner vendors particularly important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of the relevant experience consists of tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building their network, the challenge is correspondingly greater.

Because of their busy workload and frequent dealings with external parties, supervisors are often unable to provide specific, timely assistance. Most of the guidance is directional, while the details of actual execution still need to be figured out independently. Cooperation within the department also tends to involve working independently. Although colleagues respect one another, practical support is relatively limited. Since the supervisor has long-standing relationships with many partner organizations, coordination is relatively smooth; however, newcomers or colleagues who have not yet built up their networks may feel a certain disparity as a result.

In addition, the workload can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be quite challenging. As for related subsidies or institutional arrangements, those vary depending on each company’s style, so I would rather not comment further.

Overall, it was an experience that enabled me to grow rapidly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many experienced colleagues. Everyone’s work rhythm has become quite established, although each day can still be different. For newcomers, while questions are verbally encouraged, there is relatively little room for error in practice when it comes to learning. You may need to master all the details and processes within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external partner vendors particularly important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building relationships, the challenges are therefore relatively greater.

Because of the supervisor’s busy schedule and frequent external interactions, they are often unable to provide specific, timely assistance, offering mostly directional guidance while leaving the details of execution to be worked out independently. Cooperation within the department also tends to involve relatively independent work. Although colleagues respect one another, practical support is relatively limited. Since the supervisor has long-standing relationships with various partner organizations, coordination is relatively smooth; however, newcomers or colleagues who have not yet built up their networks may feel a certain gap in comparison.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, making overall time management a significant challenge as well. As for related subsidies or institutional arrangements, these vary according to each company’s style, so I would rather not comment further.

Overall, it was an experience that helped me grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many senior colleagues. Everyone’s work rhythm has become fairly well established, although each day can still be different. For newcomers, while questions are verbally encouraged, the actual margin for error during the learning process is relatively small. You may need to grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources. Managing and communicating with outsourced partners therefore becomes especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building relationships, the challenge is consequently greater.

Because the manager is busy with business matters and frequent external interactions, they are often unable to provide specific, timely assistance, offering mostly guidance on overall direction. The details of execution still need to be worked out independently. Cooperation within the department also tends to involve working independently. Although colleagues respect one another, practical support is relatively limited. Since the manager has longstanding relationships with many partner organizations, coordination is relatively smooth; however, newcomers or colleagues who have not yet built up their networks may feel a certain gap in this regard.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be quite challenging. As for related subsidies or institutional arrangements, these vary depending on each company’s style, so I will not comment further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many senior colleagues. Everyone’s work rhythms are already fairly established, though one could also say that every day is different. For newcomers, although questions are verbally encouraged, there is relatively little room for error in practice when learning, and they may need to grasp all the details and processes within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management of and communication with external contractors especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period, so it is relatively more challenging for newcomers who are still learning the processes and building their professional network.

Because of their busy schedule and frequent external dealings, supervisors are often unable to provide specific, timely assistance. Their support is mostly directional guidance, while the details of execution still need to be figured out independently. Cooperation within the department tends to involve people working independently. Although everyone respects one another, practical support is relatively limited. Since supervisors have long-standing relationships with various partner organizations, coordination is relatively smooth. However, newcomers to the workforce or colleagues who have not yet established their networks may feel a certain gap in this regard.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be quite challenging. As for related allowances or institutional arrangements, those vary by company culture, so I would prefer not to comment further.

Overall, it was an experience that helped me grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many senior colleagues. Everyone’s work rhythm has become fairly well established, although each day can still be different. For newcomers, while questions are verbally encouraged, the actual tolerance for learning mistakes is relatively limited, so they may need to grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external vendors especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience comes from the tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building relationships, the challenge is therefore relatively greater.

Because the manager is busy with business matters and frequent external interactions, they are often unable to provide specific, timely assistance, offering mostly guidance on general direction while leaving the details of execution to be worked out independently. Cooperation within the department also tends toward relatively independent work. Although colleagues respect one another, practical support is relatively limited. Since the manager has longstanding relationships with various partner organizations, coordination is relatively smooth, but newcomers or colleagues who have not yet built up their networks may feel a certain disparity as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be quite challenging. As for related subsidies or institutional arrangements, those vary by company and are not convenient to discuss further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the kind of work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many senior colleagues. Everyone’s working rhythm has become fairly established, though each day can still be different. For newcomers, although questions are verbally encouraged, there is relatively little room for error in practice when learning, and they may need to grasp all the details and processes within a short period of time.

The work itself is relatively dynamic because the overall production process relies almost entirely on external resources, making the management and communication of external contractors especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience comes from tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building relationships, the challenge is therefore relatively greater.

Because of their busy schedule and frequent external interactions, supervisors are often unable to provide specific, timely assistance, offering mostly guidance on direction while leaving the details of actual execution to be worked out independently. Cooperation within the department also tends toward independent work. Although colleagues respect one another, practical support is relatively limited. Since the supervisor has long-standing relationships with many partner organizations, coordination is relatively smooth; however, newcomers or colleagues who have not yet established their networks may feel a certain gap in this regard.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be quite challenging. As for related subsidies or institutional arrangements, these vary from company to company and are not something I can comment on in detail.

Overall, it was an experience that helped me grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many experienced colleagues. Everyone’s work rhythm has become fairly well established, although each day can still be different. For newcomers, although they are verbally encouraged to ask questions, there is actually relatively little room for error during the learning process. They may need to quickly grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources. Managing and communicating with external vendors therefore becomes particularly important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period of time, making the challenge considerably greater for newcomers who are still learning the processes and building their professional network.

Because the supervisor is busy with business matters and frequent external interactions, they are often unable to provide specific, timely assistance, offering mostly guidance on direction while the details of execution still need to be worked out independently. Cooperation within the department tends to involve working independently. Although everyone respects one another, practical support is relatively limited. Since the supervisor has long-standing relationships with various partner organizations, coordination is relatively smooth; however, newcomers or colleagues who have not yet established their own networks may feel a certain disparity as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be quite challenging. As for related subsidies or institutional arrangements, those vary according to each company’s style, so I would rather not comment further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the kind of work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many experienced colleagues. Everyone’s work rhythm has become quite established, although each day can still be different. For newcomers, while questions are verbally encouraged, there is relatively little room for error in practice. You may need to grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external vendors particularly important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience comes from tacit understanding and skills accumulated over a long period. For newcomers who are still learning the procedures and building relationships, the challenges are correspondingly greater.

Because the supervisor is busy with business matters and frequent external interactions, they are often unable to provide specific, timely assistance, offering mostly guidance on direction while leaving the details of execution to be worked out independently. Cooperation within the department also tends toward independent operation. Although colleagues respect one another, practical support is relatively limited. Since the supervisor has long-standing relationships with various partner organizations, coordination is relatively smooth; however, newcomers to the workplace or those who have not yet established their own networks may feel a certain gap as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be challenging. As for related allowances or institutional arrangements, those vary according to each company’s style, so I will not comment further.

Overall, it was an experience that helped me grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many experienced colleagues. Everyone’s work rhythm has become quite established, although every day can still be different. For newcomers, while they are verbally encouraged to ask questions, there is relatively little room for error in practice when it comes to learning. They may need to grasp all the details and processes within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external partner vendors particularly important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building their professional network, the challenge is comparatively greater.

Because the manager is busy with business matters and frequent external communications, they are often unable to provide specific, timely assistance, offering mostly directional guidance. The details of actual execution still need to be worked out independently. Cooperation within the department also tends toward independent operation by each person. Although colleagues respect one another, practical support is relatively limited. Since the manager has long-standing relationships with various partner organizations, coordination is relatively smooth. However, newcomers or colleagues who have not yet established their networks may feel a certain disparity in this regard.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be challenging. As for related subsidies or institutional arrangements, these vary depending on each company’s style, so I would rather not comment further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many senior colleagues. Everyone’s work rhythm has become fairly established, though it could also be said that every day is different. For newcomers, although questions are verbally encouraged, there is actually relatively little room for error during the learning process. You may need to grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external vendors particularly important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building their networks, the challenge is therefore relatively greater.

Because of the supervisor’s busy workload and frequent external interactions, they are often unable to provide specific, timely assistance, offering mostly guidance on overall direction while leaving the details of execution to be figured out independently. Cooperation within the department also tends toward independent work. Although colleagues respect one another, practical support is relatively limited. Since the supervisor has long-standing relationships with various partner organizations, coordination is comparatively smooth; however, newcomers to the workplace or those who have not yet established their networks may feel a certain gap as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be challenging. As for related subsidies or institutional arrangements, these vary by company and are best left unaddressed.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many experienced colleagues. Everyone’s work rhythms have become fairly established, although each day can still be different. For newcomers, while questions are verbally encouraged, there is actually relatively little room for error during the learning process, and they may need to grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external vendors particularly important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building relationships, the challenge is therefore relatively greater.

Because of their busy workload and frequent external interactions, supervisors are often unable to provide specific, timely assistance, offering mostly guidance on direction while leaving the details of execution to be worked out independently. Cooperation within the department also tends to involve relatively independent work. Although colleagues respect one another, practical support is relatively limited. Since supervisors have long-standing relationships with various partner organizations, coordination is relatively smooth; however, newcomers or colleagues who have not yet built up their networks may feel a certain gap in this regard.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be quite challenging. As for related subsidies or policy arrangements, those vary by company, so I would prefer not to comment further.

Overall, it was an experience that enabled rapid growth and self-challenge, and it also helped me clarify the work culture and environment I would like to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many senior colleagues. Everyone’s work rhythms have become fairly well established, although each day can still be different. For newcomers, while questions are verbally encouraged, there is relatively little room for error in practice. You may need to grasp all the details and processes within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources. Managing and communicating with external partners therefore becomes especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period of time, making the challenges relatively greater for newcomers who are still learning the processes and building relationships.

Because the manager is busy with business matters and frequent external interactions, they are often unable to provide specific, timely assistance, offering mostly guidance on direction while leaving the details of execution to be worked out independently. Cooperation within the department also tends toward independent work. Although colleagues respect one another, practical support is relatively limited. Since the manager has long-standing relationships with many partner organizations, coordination is relatively smooth; however, newcomers or colleagues who have not yet established their networks may feel a certain gap in this regard.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, making overall time management a significant challenge. As for related subsidies or institutional arrangements, these vary from company to company, so I would prefer not to comment further.

Overall, it was an experience that helped me grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many experienced colleagues. Everyone’s work rhythm has become fairly established, although each day can still be different. For newcomers, although they are verbally encouraged to ask questions, there is relatively little room for error in practice. They may need to grasp all the details and processes within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources. Managing and communicating with external partner vendors therefore becomes especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience comes from tacit understanding and skills accumulated over a long period of time, making the challenge relatively greater for newcomers who are still learning the processes and building relationships.

Because the manager is busy with business matters and frequent external dealings, they are often unable to provide specific, immediate assistance, offering mostly guidance on direction while the details of actual execution still need to be figured out independently. Cooperation within the department also tends toward independent work. Although everyone respects one another, practical support is relatively limited. Since the manager has long-standing relationships with multiple partner organizations, coordination is relatively smooth; however, newcomers or colleagues who have not yet established their networks may feel a certain disparity in this regard.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, making overall time management a significant challenge. As for related subsidies or institutional arrangements, these vary depending on each company’s style, so I will refrain from commenting further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

The team as a whole is relatively stable, with many senior colleagues. Everyone’s work rhythm has become quite established, although each day can still be different. For newcomers, while questions are verbally encouraged, there is relatively little room for error in practice when it comes to learning. You may need to grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management of and communication with external contractors especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience comes from tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building relationships, the challenge is therefore relatively greater.

Because of their busy schedule and frequent external interactions, supervisors are often unable to provide specific, timely assistance. Most of the guidance is directional, while the details of actual execution still need to be figured out independently. Cooperation within the department also tends toward independent work. Although colleagues respect one another, practical support is relatively limited. Since supervisors have longstanding relationships with many partner organizations, coordination is relatively smooth for them; however, newcomers or colleagues who have not yet established their networks may feel a certain disparity as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, making overall time management quite challenging. As for related allowances or institutional arrangements, these vary according to each company’s style, so I would rather not comment further.

Overall, it was an experience that helped me grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

Throughout this career experience, I learned a great deal and gained a better understanding of the kind of work environment that suits me. The team as a whole is relatively stable, with many senior employees, and everyone’s work rhythm has become quite established. Although new employees are verbally encouraged to ask questions, in practice there is relatively little room for error during the learning process, so they may need to grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of outsourced vendors especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of the relevant experience consists of tacit understanding and skills built up over a long period of time, which makes the challenge greater for newcomers who are still learning the processes and building their professional networks.

Because the manager is busy with business matters and frequent external engagements, they are often unable to provide specific, timely assistance. Guidance is generally provided at a directional level, while the details of execution still have to be worked out independently. Cooperation within the department also tends to involve people working independently. Although everyone respects one another, practical support is relatively limited. Since the manager has longstanding relationships with multiple external partners, coordination is relatively smooth; however, newcomers or employees who have not yet established their networks may experience a certain disparity as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended hours, so overall time management can also be quite challenging. As for related allowances or institutional arrangements, those vary from company to company and are not convenient for me to comment on.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

Throughout this career experience, I learned a great deal and gained a better understanding of what kind of work environment suits me. The team as a whole is relatively stable, with many senior employees, and everyone’s work rhythms have become quite established. Although newcomers are verbally encouraged to ask questions, there is in practice relatively little room for error during the learning process, and they may need to master all the details and procedures within a short period of time.

The work itself is relatively changeable because the overall production process relies almost entirely on external resources, making the management and communication of external vendors especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of the relevant expertise consists of tacit understanding and skills built up over a long period of time, which makes the challenge greater for newcomers who are still learning the processes and building their professional networks.

Because the manager is busy with business matters and frequent external interactions, they are often unable to provide specific, timely assistance. Most of the guidance is directional, while the details of execution still need to be figured out independently. Collaboration within the department also tends to involve working relatively independently. Although colleagues respect one another, practical support is relatively limited. In addition, because the manager has long-standing relationships with various partner organizations, coordination tends to proceed smoothly; however, newcomers or colleagues who have not yet established their own networks may feel a certain disparity as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, so overall time management can also be quite challenging. As for related subsidies or institutional arrangements, those vary depending on each company’s style, so I will not comment further.

Overall, it was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

Throughout this career experience, I learned a great deal and gained a better understanding of what kind of work environment suits me. The team as a whole is relatively stable, with many senior colleagues, and everyone’s work rhythms have become fairly well established. Although newcomers are verbally encouraged to ask questions, there is actually limited room for error during the learning process, so they may need to grasp all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external contractors especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience comes from tacit understanding and skills accumulated over a long period of time, which can make things more challenging for newcomers who are still learning the processes and building their professional networks.

Because the supervisor is busy with business matters and frequent external interactions, they are often unable to provide specific, timely assistance, offering mostly guidance on overall direction while leaving the details of execution to be worked out independently. Cooperation within the department also tends to involve people working relatively independently. Although colleagues respect one another, practical support is somewhat limited. Since the supervisor has long-standing relationships with various partner organizations, coordination is relatively smooth; however, newcomers or colleagues who have not yet built up their networks may feel a certain gap as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, making overall time management quite challenging. As for related subsidies or institutional arrangements, those vary according to each company’s style, so I would rather not comment further.

Overall, it was an experience that helped me grow quickly and challenge myself, while also helping me clarify the work culture and environment I would like to pursue in the future.

It depends on the individual.

During this career experience, I learned a great deal and gained a clearer understanding of the kind of work environment that suits me. The team as a whole is relatively stable, with many senior colleagues, and everyone’s work pace has become fairly established. Although newcomers are verbally encouraged to ask questions, in practice there is relatively little room for error during the learning process, so they may need to master all the details and procedures within a short period of time.

The work itself is highly variable because the overall production process relies almost entirely on external resources, making the management and communication of external vendors especially important. Each partner operates differently, requiring a high degree of flexibility and adaptability. Much of this experience consists of tacit understanding and skills accumulated over a long period. For newcomers who are still learning the processes and building relationships, the challenges are therefore significantly greater.

Because the supervisor is busy with business matters and frequent external engagements, they are often unable to provide specific, timely assistance, and generally offer only guidance on overall direction. The details of execution still need to be worked out independently. Cooperation within the department also tends toward independent work. Although colleagues respect one another, practical support is relatively limited. Since the supervisor has long-standing relationships with various partner organizations, coordination is comparatively smooth; however, newcomers or colleagues who have not yet established their networks may feel a certain gap as a result.

In addition, workloads can become concentrated during certain periods, often requiring extended working hours, making overall time management quite challenging. As for related subsidies or institutional arrangements, those vary by company and its style, so I will refrain from commenting further.

Overall, this was an experience that enabled me to grow quickly and challenge myself, while also helping me clarify the work culture and environment I want to pursue in the future.

It depends on the individual.

None

This company is basically a family business. Even after arriving in the morning, you have to wait for the boss to say you can turn on the air conditioning before you’re allowed to do so. When the probationary period is over, they say you don’t meet the standards and want to extend it. I’ve also heard that people in the south aren’t given severance pay. There’s no year-end bonus either. They really just trick you into joining, then cut you if you don’t work out—it’s a position used to churn through employees.

Very close to the MRT station

The company is very old-looking. During the interview, they gave a logic test and a true-or-false test, and the time allotted was extremely short. The inside of the company was also rather old; the meeting room had its windows open and the air conditioning off. The atmosphere was very strange.

1. Public transportation is fairly convenient; there are buses, the MRT, and YouBike.

2. The office has a water dispenser, coffee machine, microwave, and rice cooker.

1. A standard traditional Taiwanese company in the traditional manufacturing sector, which considers itself the TSMC of its field. During the interview, you take two tests—logic questions that are like brainteasers and an error-spotting test—and they tell you that you are very, very smart. The managers are all related to the owner by blood. You may have to stay for ten years before you have a chance at promotion or a raise. If you do get a raise, it is treated as a tremendous blessing for employees, so you should be grateful.

2. When a new employee arrives, they can’t wait to hand everything over to the newcomer and then leave them on their own. New employees are expected to be very smart and understand everything after hearing it once. If you ask colleagues questions, you receive an attitude completely different from their friendly manner during the handover. No one wants to take the awful assignments, so employees will say they have forgotten everything and cannot serve as substitutes. The managers also have no way to do anything about it.

3. The company is almost entirely female, and the office atmosphere is very dreary. The new hires brought in recently all look like well-behaved, conservative types. The company is also not very welcoming to newcomers, probably because new employees do not tend to stay very long. Non-full-time employees who leave promptly at the end of the workday will be reprimanded, so naturally the office culture is to leave late.

4. Bring your own toilet paper. They are extremely stingy with the toilet paper and hand towels in the restroom. Printing must always be done on scrap paper, especially documents for the owner’s family to see—particularly anything for the owner. If you use new paper, you will also be reprimanded.

5. There are many things the owner does not like employees doing. For example, wearing hats: if you feel cold and get a headache, you can only turn off the air conditioning, but then colleagues on the other side will feel hot. The owner also does not like employees lingering in the pantry. If you see the owner’s dishes, you have to wash them, and you may also be assigned to microwave other people’s lunch boxes. The employees assigned to duty have to take out the trash from the restroom and the owner’s family’s office, and steam lunch boxes.

6. The alternating work-from-home arrangement during the pandemic was absurd. The reason given was: if someone worked from home for two consecutive days, they would be unable to print things and therefore unable to work. Most colleagues also preferred returning to the office because the computers at home were small and inconvenient. Like the government’s vaccine procurement, the work rotation was supposedly planned far ahead, but it did not begin until more than two or three weeks after the outbreak had grown significantly. I heard they surveyed employees’ willingness and the procedures at the beginning of the year, yet after nearly half a year there was still no plan at all. All they did was convert documents to PDFs and claim that the company’s automation was impressive.

7. Colleagues do not know how to use Excel keyboard shortcuts; they still use the right mouse button to copy and paste. Meetings with overseas clients are scheduled outside the company’s working hours because of the time difference, and they keep whining to colleagues about how pitiful they are. When they leave their desks during work to make coffee in the pantry, they keep pestering colleagues to chat. Reports require pivot tables, but every time they do one, they repeat the same actions from scratch. They may have a lot of free time at work; roughly one-third of their time is spent chatting and laughing in the pantry, then they stay late to create the appearance of being hardworking. They like to repeat and redo the same tasks several times, cannot integrate data, and open a bunch of Excel files to cut and paste, while thinking they are extremely busy.

8. The company is very large, so if there is a computer problem, you have to ask MIS to check it. They often handle it remotely; otherwise, MIS would not spend even thirty seconds personally appearing and walking to your desk. During the work rotation, the computer setup was also handled in several separate stages: first they set up your VPN, a few days later they set up the company’s messaging software, and later they set up the printer, fax machine, and so on. It seemed like they were trying to create the appearance of being busy.

9. The probationary period is four months. Whether you pass depends on how many folders you have in the shared drive. The richer the contents, the easier it may be to pass. If you organize everything too neatly, your probationary period may be extended.

If you like convenient transportation and do not want to get too close to your colleagues, you may want to consider this company. It should suit you very well.