Suitable for retirement
1. Too many long-timers
2. Departments shift blame to each other
Suitable for elderly people who have manpower but lack ability to enjoy their retirement with peace of mind; you can meet many companions there.
New hires are expected to do the work of several people, helping the elderly enjoy their retirement.
Some departments have extremely severe bullying, yet still euphemistically call it retirement support.
But the truth is that the elderly are the ones enjoying retirement; new hires are brought in to help long-term employees enjoy theirs.
For example, the company is fully staffed but has no one capable of doing the work (it has manpower but lacks ability), so it constantly brings in new hires, discards them after using them, and exploits them.
Apart from certain (favored?) departments, almost every department has the same problem.
As a result, work assignments are extremely uneven; this can be verified from comments left by former employees.
A recent example is a senior manager who had worked at the company for several years. After launching a major project, the person stopped appearing in the office less than a month later. It was not because the project was poorly done, but because it was done too well and completely replaced manual labor, so the company decided it no longer needed them.
After reading this far, you may wonder how a company could behave so shamelessly. But what comes next is even worse.
For example, this company squeezes new employees dry and then lays them off.
The layoff process involves locking the employee in a small room and notifying them of the dismissal.
HR tells the employee to fill out a resignation form, saying that the company does not have a layoff form and that dismissal is also a type of resignation.
Therefore, the employee must submit a resignation first before the layoff procedure can be carried out. HR also says it is willing to issue a standard employment-separation certificate. (A favor?)
Some people are misled by HR and fill out a resignation application. They receive neither severance pay nor a certificate of involuntary separation, leaving in silence, frustrated and heartbroken.
Some people remain alert and write “involuntary separation” on the resignation form, then follow the involuntary-separation procedure.
Afterward, employees find it strange and search online, discovering that the company had similar labor disputes many years ago.
For example, to save on retirement benefits, the company tricked female production-line workers into retiring as soon as possible.
It told them that the company had no retirement application form, only a resignation application form, and that they had to submit a resignation before applying for retirement. (Sound familiar?)
The women therefore wrote “retirement application” on the resignation form. Afterwards, they received neither retirement benefits nor severance pay, and had no certificate of involuntary separation.
The company claimed that they had resigned voluntarily.
The women then sued the company, saying that their resignation forms had indicated retirement and demanding that the company produce the evidence.
The company claimed that the evidence had disappeared due to a typhoon and flooding. The court accepted this explanation as well, and the company won the case.
It seems the company found a winning formula after that: if this tactic was so effective against workers, employees could sue but would never win.
As for other judgments unrelated to labor disputes, it is difficult to say. People familiar with the law can investigate whether there may be anything suspicious.
In addition, under relevant provisions of the Labor Standards Act, the retention periods for labor-related documents (including employee rosters, wage registers, attendance records, and so on) vary, but most are five years. Employee rosters should be retained for five years after the employee leaves, and wage registers should also be kept for five years. Attendance records should be retained for one year; however, the Labor Insurance Act stipulates that attendance and work records, payroll ledgers, and other such documents should be retained for five years from the date the insured person leaves employment.
The following is the website for searching court judgments. Enter the keywords “力億&水災” to search:
https://judgment.judicial.gov.tw/FJUD/default.aspx
Evidence favorable to employees was claimed by the company to have been destroyed within the statutory retention period, and the company won as a result. This is the strange thing about the law.
In addition, employees are lured with false information during interviews, with the salary and job duties differing from what was promised. Workplace bullying happens every day.
These are situations found in many companies, so I will not elaborate further here.
I am sharing the above cases with everyone. Before attending an interview or accepting a job, first consider whether you can withstand the situations described above.
Low pay, lots of work, disorganized company processes, and a very rigid, conventional corporate culture.
There are many long-serving employees, and new hires do not stay.
Work is very inefficient, with no salary increases or year-end bonuses. It is a family business with no development processes and no electronic approval system. There are few employees; it is a very traditional company that does not improve and does not make money. The mechanical engineering department is a support unit, and each person handles multiple roles. You need to know thermal engineering and packaging materials. Turnover is high across departments. Overtime is the norm, and the cost-performance ratio is low.
The company is fairly stable
1. Family-owned business
2. There have been no salary increases since 2008; be careful during the interview