It’s more stable to move to a subsidiary. Simplo only keeps the sliding laptop business and new products that aren’t making money.
The pie is only this big, and a bunch of old-timers are holding the spots—how much do you think you’ll get?
Just look at the company’s tenure table and you’ll see it: the proportion of people who leave within three to five years is unusually high.
There are fields and a small river next to the workplace.
They say there will be lots of bonuses in the future, using bonuses to keep the monthly salary low.
When it comes to year-end bonuses: in the first year, they say you haven't completed a full year; in the second year, they say you've just completed one year; and in the third year, they say business is bad. You leave, and then they hire someone new to continue the cycle.
Every August or September, when signing for the bonus, they repeat the same thing to another person.
There are many year-end banquet prizes, and the year-end bonus is decent. It’s a good place for employees with longer tenure, but by comparison, the attitude toward newcomers is easy to imagine.
1. Managers say this is part of the company culture: the average workday must be at least 9 hours. If you don’t meet that requirement, HR will pull your name from the list and arrange an interview with your manager. Overtime cannot be claimed, and there is no compensatory leave.
2. The internal management systems are chaotic, and much of the data from more than a decade ago cannot be found. As a result, these issues are pushed onto newcomers to clean up.
3. The work content after joining the company differs from what was agreed upon during the interview. The mentor pushes all the inexplicable tasks they don’t want to do onto newcomers.
4. Overall, the company culture is relatively conservative and less willing to step outside its comfort zone, with less emphasis on innovation.
Overall, if you really need the money, this is a decent choice—provided you can stick it out. You should also carefully consider whether you can accept what managers refer to as the “company culture”; otherwise, think twice.
Interesting company culture sharing
The people in higher positions are generally incompetent and lack management skills. They are usually either part of a clique of friends and relatives or have fought their way up. A manager’s two major skills are blame-shifting and using scapegoats.
Skill 1: Blame-shifting
When something goes wrong, they will step aside as if they weren’t the manager and had nothing to do with it, then start criticizing their subordinates.
Skill 2: Using scapegoats
When they see that something is wrong—for example, when dealing with troublesome senior figures—they will have a subordinate step forward and handle it, as if they weren’t the manager. When the scapegoat does a good job of blocking the arrows, the manager will pop out to show their face: “You can’t hit me~” If the blocking doesn’t go well, they will throw the scapegoat out for everyone to shoot at (“Don’t shoot me—stay away from me”). Needless to say, that scapegoat is then finished.
Ultimate move: Drawing a target
When something goes wrong, they draw a target to divert attention and let everyone shoot at it. At an advanced level, the target is usually another department; in an emergency, it may even be one of their own subordinates. These people will do anything to protect their bonuses.
You can stay very busy, making time pass quickly, and you can also do charity work every day. The overtime is great.
A company that doesn't keep its word, very much like Han Kuo-yu—remember to get everything clearly written down in black and white or record it. They will use an annual salary of 20 months to deceive people. Remember, that figure applies to him; those people are all part of the inner circle, so just aim for 16–17 months.
If you really have no choice and must join, as mentioned earlier, the approximately 16–17 months applies to the third year. You get nothing in the first year; starting in the second year, they begin paying the first year's bonus. Once you have received it all, it is already the third year. In other words, if you join in September 2020, you will receive the bonus statement in September 2021, and payment will begin in four installments. You will not receive the full bonus until 2022. Therefore, when negotiating your salary normally, about 14 months for the first and second years is standard salary negotiation.
But—you will definitely feel that this is unreasonable. If you are receiving the first year's salary, shouldn't you receive it all at once in the second year? Why split it into four payments? It's actually quite simple: what you are receiving is the profit-sharing for each quarter of the current year. You did charity work with the first year's bonus.
So HR keeps one year's bonus as their buffer. Many people are smart and negotiate this way: when a manager offers 20 months, managers here love to bluff and do not like to back down, so they will definitely agree. Directly ask to receive the full amount in the first year. Suppose they say, “Let me calculate it—you should be able to reach around 1.4 million in annual salary.” You should say, “I think I need a guaranteed 1.4 million in the first year; I have financial pressure.” Generally speaking, unless you are applying for some low-level subordinate position, they should agree. So if you negotiate well, you should be able to receive the full 20 months in the first year; from the second and third years onward, aim for around 17 months, unless you were referred by someone in the inner circle.
None
There are a bunch of rules for working abroad.
They don't help enroll employees in Taiwan's Labor Insurance and National Health Insurance.
They also require employees to report to the plant every time they return to Taiwan.
Otherwise, they will even deduct it from your pay.
It's really f***ing strange. Isn't returning to Taiwan supposed to be vacation?
They aren't straightforward about providing airfare either.
Every time you want to return to Taiwan, you have to work half a day at the company before they'll let you leave.
The CS supervisor himself has been QDed by many customers.
I really don't know what qualifies him to lead the CS team.
This bald guy focuses on only two things every day:
First, sucking up to leadership—what he always calls "managing upward."
Second, shifting the blame onto subordinates.
Then he goes around picking fights with other departments.
Although he claims to have a background in sales,
his coordination skills are so poor that it's令人 at a loss.
He has no ideas about many things either.
When subordinates go to ask him, he makes them come up with the answer themselves.
If the result isn't to his liking, he goes on and on complaining.
When asked what he actually wants, he can't give clear instructions.
I really don't know why the company employs someone like this.
Operations engineer stationed in Changshu, university graduate, no experience required. RMB 8–9K is extremely low; part of the bonus is paid in September of the following year, tying you down for a long time. The internal systems are extremely poor, with one person doing the work of two and long working hours.
The boss is a workaholic. Plugin work is never completed by the scheduled deadline; they will tell you to arrange your own time and set your own priorities, resulting in regular overtime every day, almost always starting at 10 hours. The big boss even announced at the year-end banquet that the department with the most working hours next year will definitely receive an award.
Hukou plant IT
The regular work schedule is almost always 10–11 hours a day. Most subordinates are long-time employees, with at least 8 years of experience.
The department director is a workaholic and will assign additional work without caring how much you already have on your plate.
Everything must be completed at all costs.
If you care about quality of life and family time, you can probably rule this out.