The chairman pays a high salary to hire a professional consultant who previously worked for a company within the Lite-On group to serve as the company’s general manager.
The general manager has not let the chairman down either, introducing relatives and friends to the company to serve as department directors, associate managers, and managers.
The general manager has even brought the prince and princess of the family—who have only recently entered the workforce—into key company development departments to take on important positions. Here, experience and ability do not affect their opportunities for promotion and raises.
Salaries can also jump three levels at once. For example, the head of IT can transfer to become an associate manager in the Administration Division, while the prince and princess, with the youthful energy of people in their twenties, can serve as the head of the Information Department and a senior specialist in the Product Planning Department.
Occasionally, you can even spend a long time in the restroom engaging in professional contemplation, thereby improving your abilities and eventually taking on an important position in the Administration Department. It really makes people envious.
This is very suitable for fresh graduates to come in and level up. Department managers are also quite willing to delegate work to their subordinates, allowing newcomers to gain more experience.
Recently, the company has been actively seeking agency products to create revenue outside its core business and increase company performance. After all, its claims that it plans to go public and be listed are not merely empty words.
The benefits are very ordinary: a mid-year dinner, year-end banquet, employee health checkups, and performance bonuses (available sometimes and absent sometimes), depending entirely on the company’s operating conditions.
However, there are no employee trips (or rather, there never have been). Salary adjustments are not fixed; raises are not necessarily given every year, as they still depend on operating conditions.
As for the year-end bonus, according to what is written on 104 Job Bank, it is granted based on operating conditions. Therefore, anyone joining should be prepared for the worst: the year-end bonus may be NT$0.
The company has been saying for a long time—at least more than ten years—that it plans to go public and be listed. (But before being listed, shouldn’t it first be registered as an emerging stock company?) At the end of last year, the company asked employees to have company shares allocated according to their seniority and positions.
The par value of one share is NT$10, and one lot is very cheap at only NT$10,000 (but the net asset value per share is just over NT$9). Those who understand, understand.
The flexible working hours are great. You can smoke in the office, and it’s quite free.
With flexible working hours, the start time is 9:30, but there’s a morning meeting every day at 9:15. It’s a somewhat contradictory policy.
Unlike many companies where saying everyone is one family is merely a slogan, the general manager, although a professional manager, actively incorporates the boss’s son and daughter into the organizational development system. The son and daughter do not disappoint expectations either. Despite having only a few years of work experience, they still demonstrate an impressively thick skin, unafraid of any department head or senior colleague. Their managers are adept at cultivating relationships and managing upward, increasing the tolerance for mistakes at work while also being able to influence company decisions. For people eager to learn about office politics or the art of manipulation, this is an excellent practical learning environment. The company promotes bold cross-disciplinary appointments: even someone with a purely IT background can serve as an HR manager. The promotion system is also highly flexible and is not affected by traditional expectations of consistent attendance. You can occasionally go to the restroom for some deep reflection without affecting your opportunities to advance into management. It is very suitable for people who dislike being constrained by traditional KPIs.
Hmm...
A steady family-owned business. It requires stable work, so it is well suited to people who do not feel the need to grow or break through. Senior executives always talk about accountability, and everyone is a project manager under the company’s project-based system. You can learn skills from various positions, making it quite suitable for newcomers to build experience and work steadily until retirement. If you have the right manager, and since the company is preparing for an emerging-stock listing? (The senior management said it would go public, but I’m not sure), you can also learn many business management skills, such as the nine major cycles and auditing. The general manager also occasionally shares articles from professional manager columns in the group, all with the aim of making the company better.
The family-business model means that the general manager has placed capable acquaintances in almost all key senior positions. The sons and daughters also lead important projects in the company; they are very capable and are willing to invest substantial resources in developing the IT department (such as various information systems, hiring consultants to provide guidance on establishing ISO 27001, and courses for various IT skills certifications). I highly recommend working in the IT department because it is currently one of the company’s primary areas of investment.
What I do not like is that they have established a large number of evaluation methods that, in my view, are extremely complicated (daily reports, weekly reports, monthly performance-allocation reports, quarterly OGSM reports, business reviews twice a year, and an annual budget review). But that is the family-business model. Well, it is suitable for people who like to quietly and steadily contribute to the company. The original intention may have been to lead colleagues who cannot be self-disciplined at work to improve together, but for those who do not need this, it is an enormous burden. Meaningless miscellaneous tasks often take up most of the time that should be spent handling important work, especially after being promoted to a managerial position. Different strokes for different folks; take this as a reference.
Punctual working hours and a two-month year-end bonus
Family business (Whether the position you apply for is connected to a family member makes a difference; the owner's wife has a very strong need for control)
If you want to learn how to feed fish, just apply—the owner's wife will personally teach you step by step with great care
(You feed all the fish on the right while they're all on the left—can the fish actually eat?) ← true story
Both the work and the pay follow the standard cost-cutting approach
Doesn't develop employees
No pay raises (and when there are, they're very small or depend on who you are)
High turnover
A steady two-month year-end bonus, and nearly always leaving and arriving on time with almost no overtime—fewer than ten times a year.
Bonuses for the three major holidays: 500–1,000, depending on job level.
The R&D department manager is relatively open-minded and willing to take responsibility.
The starting salary for a master’s graduate is 35K; graduates with master’s degrees from NTU or NCKU are paid the same.
Salary increases are difficult; basically, it does not change.
It sounds nice to say they comply with the Labor Standards Act, but in reality, they are afraid of being reported and fined.
It is a family business—whatever they can earn more and save more means more money in their pockets.