元祖實業股份有限公司

This is more like a handover document for an operations manager!

1. Within 1–2 months after joining, you will need to give your first work report. The PPT presentation format will be provided by the mainland China headquarters, and you will interact with the headquarters managers via video conference. Within 2–3 months after joining, you will give your second work report, and they hope you can be "regularized" in this round. If there is a third or fourth report, please remain calm and patient (the headquarters considers becoming a regular employee within 3–6 months normal). The report should be proactive and positive, avoid politics, use plenty of data, and set feasible future goals and plans.

2. You have a direct supervisor in Taiwan: Executive Director Ms. Su (please do not misspell her name).

2.1 She requires the operations manager to be the earliest to arrive at and the latest to leave the company; this is the sense of responsibility a manager should have.

2.2 Working hours are based on a responsibility system, so you do not need to clock in or out. However, please pay attention to point 2.1 and arrangements for working on holidays.

2.3 Managing upward is the most important task and work objective. Do this well, and the pressure from other work can be reduced considerably.

2.4 Everything must be reported: report when going out to visit stores; report when work has been completed; and, preferably, report all work-related matters, large or small. Reporting keeps you safe.

2.5 When you are assigned tasks and projects, complete and report them as quickly as possible. If vendors, subordinates, or the mainland China headquarters are involved, it is best to contact and coordinate with them immediately and report the progress to Ms. Su.

2.6 Ms. Su believes it is normal not to have a work handover. This email and the related documents are an attempt to increase the new operations manager’s understanding of the work and psychological preparedness—just treat this as the handover!

2.7 Performance comes first! (The ultimate purpose of any work is performance growth.) If performance is not growing, stay on high alert, work cautiously, prepare contingency plans to increase performance, and be prepared for high-pressure meetings.

2.8 Do not contact Ms. Su directly just because you need to move quickly. Do not follow her to the restroom, and do not call her directly (first ask via LINE whether it is convenient for her to take a call). Do not rush around in a panic.

2.9 Following from 2.6, please find ways to understand the company’s processes without a handover.

I know it is difficult; I have been through it. The people you can ask for help are Assistant Chen, Ms. Cheng, yourself, and the so-called handover documents saved as PDFs in the shared drive.

When there is no original editable file, just edit one yourself!

When you do not know the operating procedure, bravely try it out and learn from your mistakes!

I am telling you this in advance so that, with psychological preparation, you can face this situation seriously and earnestly.

2.10 I do not know whether you are a man or a woman.

If you are a woman, congratulations—you have a chance to quickly fit into this group and promptly understand the company culture and organizational atmosphere.

If you are a man, congratulations—you have entered a women’s kingdom, and you may very well be the only man. It is okay; this is not your fault.

However, please remember: every pair of eyes is watching you—your work, behavior, and speech. Do not lose your temper, swear, make sexually suggestive jokes, engage in physical contact, do anything that could be perceived as sexual harassment, pursue an office romance, or discuss your personal affairs. Even how long you stay during a store visit may be watched and recorded.

This is a test. You must pay attention to these circumstances and do your work well. Ms. Su says she wants to make everyone "convinced from the heart," which means everyone is testing you. Do not assume that being a manager means you can act superior.

2.11 Please interpret positively the things Ms. Su asks you to do and the mistakes she criticizes you for, and do not argue. She does not like to be contradicted or challenged.

2.12 Ms. Su will not tell you how long you should take to complete the tasks she assigns. However, please pay attention to points 2.5 and 2.4, and try to understand Ms. Su’s priorities for these tasks. Do the important ones first (if everything is urgent, there is no need to classify them this way).

2.13 Ms. Su considers you the primary person responsible for the operations of Taiwan Yuan Zu. Please be sure to understand this: you must take responsibility for success or failure. Ms. Su is only managing it temporarily!

2.14 More than 20 years ago, Ms. Su was the general manager of Taiwan Yuan Zu. She certainly knows more than you, and what she says must be right. You do not need to arrogantly present a lot of reasoning and ideas; that is not what you should be doing.

First try to do the things she assigns correctly and well. After building Ms. Su’s trust (this is a long journey), then try to earn the right to give orders independently, and only then raise things you also think should be done.

But you still need to ask Ms. Su first whether you may do them, okay?

Do not give up the decision-making ability you should have as a manager! Find a way to make decisions bravely!

2.15 Do not negatively criticize Ms. Su in any setting where she is not present. It is impolite, and more importantly, someone will certainly pass your words on to her, and she will think you are "biting the hand that feeds you."

Watch what you say and do, okay? Read point 2.10 again.

2.16 Ms. Su believes management needs warmth. I hope you can see that it still retains warmth at this point. However, warmth does not mean enthusiasm; please pay attention to point 2.10 and read it a third time.

Once you have read and understood the experiences above, all the other so-called shortcomings will seem insignificant.

1. A long-established traditional industry with a well-known brand name.

2. The recruiting representative was fairly polite. She first requested a video interview as an initial screening, and then asked the applicant to come to the company for a second interview.

Since I only went for an interview, the drawbacks listed here are based solely on the interview:

1. The office was old and cluttered, located on the second floor of a store on Minquan East Road. The interviewing supervisor revealed that they would move to a new office building next year (2026).

2. While listening to the self-introduction and portfolio presentation, the interviewing supervisor yawned on the spot and even taunted me by asking, “Are you going to continue collecting unemployment benefits?”

3. They repeatedly implied that the candidate needed to have a personality suited to “being able to get used to the boss’s wife losing her temper on the spot.”

4. Year-end bonuses and salary adjustments depend entirely on sales during the Dragon Boat Festival and Mid-Autumn Festival seasons. According to the interviewing supervisor, last year’s (2024) year-end bonus.....

In the end, I was notified that I had not been selected. I don’t know whether that’s a good thing or a bad thing.....

You can taste-test the snow cookies, but there is only one flavor.

The hourly wage is only $140,

yet you are expected to bear the cost of cash register shortages and compensation for missing goods.

The sales targets are ridiculously high.

And what’s funny is,

the company is also afraid of not having enough goods to give customers.

It’s clearly a long-established brand,

yet it expects temporary workers to shoulder customers’ complaints.

The main point is that they expect you to sell things but don’t provide you with the tools.

You have to bring everything yourself.

No wonder they have all gone to develop their business in mainland China;

their hearts have long since left Taiwan.