Sources and scope
This page collects workplace experiences, questions and discussions submitted by users. Dates shown are submission dates, not periods of employment. Individual reports do not describe the entire company.
Read the community guidelinesNo advantages whatsoever.
The head of the company's accounting department has absolutely no education or experience related to accounting or finance, yet wants to rely on computer-based processes for everything without any manual control points or a system for tiered access permissions.
The managers are all the owner's relatives or acquaintances. His sons also work at the company as managers. Even more outrageous, all of the sons' wives do not work at the company but receive company salaries, and they are paid more than most employees.
Employees receive no more than one month's year-end bonus each year, and everyone is told that we must weather difficult times together; meanwhile, the owner and his sons and daughters-in-law change their cars every year.
Sometimes, don't assume that the company is stable just because there are many long-serving employees. You need to look at the ratio of long-serving to newer employees and whether there is a large disparity in their years of service.
Sometimes, long-serving employees stay because they are close to retirement, while younger employees join, discover that things are not very good, and leave quickly.
(I only stayed for a very short time due to certain circumstances, so I’ll briefly describe my observations.)
1. The interview went very smoothly. The person who interviewed me was the general manager of the apparel division (the second-generation owner).
2. This really is an established company. The long-term employees have all been here for a long time, which suggests that the company should be relatively stable.
3. Although it is a family business, it is not the problematic kind. As mentioned above, the second-generation owner seemed clear-headed and able to communicate rationally, and had ideas and the ability to implement improvements to the company’s systems. (After all, many second-generation successors in family businesses lack ability and are emotional.)
3. Some long-term employees are retiring one after another, so this is a suitable time to establish or reform systems.
4. My colleagues were all quite friendly and willing to teach new employees.
1. Because it is an established company, the internal environment is indeed somewhat outdated. Communication between departments is conducted via intercom phones (which may take some getting used to for people with social anxiety?).
2. Some long-term employees are retiring one after another, and some departments do not have much in the way of SOPs, so new employees may encounter a more turbulent period.
Very laid-back.
During the interview, they said salaries would be adjusted twice a year.
But in reality, that never happened. There was never any standard for how seasonal bonuses were distributed, and no one would tell you how they were calculated.
Twenty percent of your salary is withheld each month and paid out in the fourth month, and the reported salary is understated.
The year-end bonus has also never amounted to a full month’s salary.
There are many long-serving employees, and the company’s systems are very outdated.
Those with connections or backing within the organization can coast along; there’s no need to worry about efficiency or anything like that.
Overall, the workforce is quite old, and so is the customer base.
Yet the pay is ridiculously low, and the managers are afraid to take responsibility.
Everyone just takes it one day at a time.
The supervisor does try to advocate for better benefits.
For salaries over 30,000, 80% is used as the base salary and paid monthly, while the remaining amount is returned as a bonus every three months, avoiding labor and health insurance costs by underreporting wages. The year-end bonus is also based on the 80% amount, so it is effectively only 0.8 months' salary.