上品綜合工業股份有限公司

Colleagues are easy to get along with

Bonuses at the three traditional holidays and year-end bonus

The training is inadequate. The job responsibilities differ from what was described in the interview.

Basically, the company follows the Labor Standards Act, with established systems and profit sharing. Although the salaries are not as competitive as those in the tech industry, the overall compensation is still better than that in traditional industries.

The year-end bonus is 1.5 months of salary; the three holiday bonuses total approximately 0.5 + 0.3 months of salary plus gift vouchers (around NT$5,000–8,000). The profit-sharing bonus depends on the individual business unit and personal performance, ranging from 1–3 months of salary.

The work mainly involves knowledge of mechanics, physics, chemistry, and electronics. After joining, you’ll also need to learn about various manufacturing processes.

Basically, you can’t escape the bad habits of traditional industries. 🈶️If you have ambitions and are committed to seeking the truth, don’t come here. There are many places in science parks offering similar compensation. This place is more suitable for those looking to coast and muddle through.

1. Starting salary is approximately 30k. After one year, entry-level employees receive an annual bonus starting at 1.5 months’ salary, plus approximately 0.2–0.5 months’ salary for each of the three traditional holidays. In Changhua, this is considered above-average compensation.

2. Complies with the Labor Standards Act

1. Overtime is required

It seems there aren't any.

I only recently went to an interview and came away extremely upset.

The interview process was as follows:

1. Thirty minutes to fill out basic information and complete math, logic, and personality assessments;

2. HR interview;

3. Follow-up interview with the hiring manager.

The entire process took about 2.5 hours.

Result: During the HR interview, she kept looking at the time and picking apart and questioning the content of my self-introduction. I had the urge to ask her, “Are you sure you’re in HR?” After the HR interview, she made me wait for a few minutes, then came over and told me that the hiring manager had just been urgently called into a meeting by the chairman. (What are the odds of that happening? You could have just told me you were looking for people to kill time and pad your KPI numbers. I would have been more inclined to believe that.) She then asked when I would be available to come back for the follow-up interview. I answered, “Tomorrow (Thursday).” But when I still hadn’t heard anything by the day after next and couldn’t take it anymore, I asked about the status again. They sent me a rejection letter, saying that what they were actually looking for was a general accountant (accounts receivable, accounts payable, and expenses). Seeing that message, I thought back to the strange smile on the HR representative’s face when I was leaving that day.

In an instant, my troublemaker mode was switched on... Oh, no, I mean my netizen mode. I directly replied with additional clarification addressing their concerns.

Later, HR replied that it was precisely because of other considerations, such as personality traits and values, that I had not proceeded to the hiring manager interview.

Even more laughable, they added that they would be more careful and explicit in their interactions with job applicants in the future. (Black person scratching head?????? What do you mean, “explicit”?)

1. They posted a <Cost Accounting> position but replied that they were only looking for a general accountant (they really did bait and switch—no doubt about it);

2. Because I directly replied with additional clarification addressing their concerns, does that mean there’s something wrong with my personality and that I have a bad attitude???

Honestly, I originally wanted to ask her one question, but in the end I didn’t reply.

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You really wanted to get the upper hand, huh? Fine. Fine. You win.

I shouldn’t have switched on troublemaker mode and been so honest about what I really thought.

Once upon a time, I was also a docile little lamb, letting others have their way with me and staying silent.

The new boss wants equal pay for equal work.

The company culture and new systems are being reformed with openness, integrity, and innovation.

A newly established department oversees and formulates management methods.

Profit-oriented, with MBO & KPI management methods.

Equal pay for equal work, but not benchmarked against the higher-paid end.

The openly proclaimed innovative system updates have not yet resulted in better benefits; instead, there is constant wariness and prevention to ensure employees do not receive even slightly more benefits.

Upon taking office, the new leadership imposed management methods from other companies on every department. Without understanding or caring about the circumstances of other departments, they simply required everyone to comply. Failure to meet the requirements resulted in punishment; anyone with an opinion was labeled as uncooperative and punished. Management method: punishment.

The profit-center system has led to calculation and scheming among departments rather than mutual assistance and shared benefits—not coordination and checks and balances, but pulling against and obstructing one another. A key performance indicator once rejected by major international companies is being used as a guideline to calculate and evaluate every employee’s effort and productivity. This is paired with the implementation of management by objectives: monthly reports now also include weekly and daily reports, with occasional surprise assignments and follow-up to check whether they have been completed.

Finally got a pay raise

Hourly wage increased by 2 dollars. Great.

1. Claims to be Taiwan’s leading Teflon manufacturer, with operations spanning the semiconductor and petrochemical industries. Plans to go public in three years.

2. The company’s original owner passed away in 2016. The new owner undertook major company reforms, including various organizational changes, the introduction of a new ERP system, and replacing all company computers with Macs.

3. The sales department awards sales bonuses based on performance and individual net value created. Salaries are adjusted annually according to performance evaluations.

4. Business trip expenses are reimbursed based on actual costs, with claims submitted through the ERP system and accounting department.

5. The company has factories in Changhua, Taoyuan, and Jiaxing, mainland China. This year, it plans to relocate and merge the Taoyuan factory with the Changhua facility to consolidate plant operations and increase production efficiency.

6. The domestic and overseas sales teams were merged into a single sales department, with responsibilities divided by industry type. There is also an international trade department dedicated to developing new overseas customers and markets.

7. Salaries are paid uniformly on the seventh of each month, with clear payslips and salary structures.

8. There is an information technology department responsible for computer-related matters, an accounting department that handles collections and expense claims, and an administration department that coordinates interdepartmental communication and personnel matters.

9. Bonuses are distributed during the three major festivals, and employees can choose Carrefour or Shin Kong Mitsukoshi gift vouchers.

1. Although the company claims to be the industry leader, its technology was transferred from Japan and South Korea, so its quality still cannot compete with major overseas manufacturers. It has become one of the initiators of price-cutting competition. Adhering to the idea that something only needs to be cheap and usable, it wants to enter the international market, but its reputation overseas is poor.

2. The new owner took office but disagreed with the various major shareholders below, resulting in power struggles while disregarding the factories’ actual operations. The new ERP system was rushed into deployment without appropriate supporting measures, creating a great deal of unnecessary, repetitive work for both the plant and sales teams. More than a dozen Mac computers were purchased to prevent computer viruses, but they were incompatible with the existing systems and still required simulated Windows environments. It was completely counterproductive, and in the end everyone simply stopped using them; they were left nearby as decorations.

3. Before the ERP system was established, a sales bonus plan was drafted, with the promise that bonuses would be paid according to the performance calculated by the system once implementation was complete. However, six months after the system went live, the owner had not said a word about the bonuses, and there were no salary adjustments either.

4. The new system made applying for business trip expenses much more complicated. Employees have to enter both the invoice number and the other party’s unified business number, and also complete a paper application form separately—for the purpose of creating false accounts. Tasks that should clearly be handled by the accounting department were all pushed onto everyone else. Applying for one business trip reimbursement could take two or three hours without even being completed, and one employee was owed NT$150,000 for a month.

5. Because of the relocation, veteran employees at the Taoyuan factory who cannot move to Changhua are effectively told to leave. The new plant has not yet been completed either. The quality of production at the mainland China factory is also poor, and the machinery has been shipped back to Taiwan.

6. After responsibilities were redivided, coordinating with customers became even more chaotic. If a customer buys two types of products, they have to find two separate sales representatives to discuss them. The international trade department’s role is even more unclear: after developing new customers, it simply hands them over to the sales department. Whose performance is credited in that case?

7. Salaries were originally paid on the fifth of each month. The payment date was changed without any explanation—just changed on a whim.

8. The newly established information technology department is located far away in Changhua, so it is difficult to provide support when offices elsewhere encounter problems. Employees have to find pirated software themselves or pay for it out of pocket. The administration department section manager is difficult to communicate with and speaks very rudely, showing none of the demeanor expected of a senior colleague.

9. The company loves handing out gift vouchers; even year-end bonuses are paid in vouchers.